Archive for year: 2022
Quiet Quitting and the Self-Care Revolution
/in Being True To Yourself, Business Coaching, Career, Career Coaching/by melissadawnSavez vous ce qu’un bon dirigeant ne devrait PAS faire?
/in Uncategorized/by melissadawnLaissez- moi vous poser une question….savez vous ce que vous devriez éviter de faire ou vous efforcer de ne pas faire en tant que dirigeant?
Quand je coach des dirigeants ou des équipes de dirigeants, je me concentre beaucoup sur ce que les personnes coachées peuvent faire, l’influence positive qu’ils peuvent avoir autour d’eux, les victoires dont ils peuvent s’approprier, les forces et les talents uniques qu’ils peuvent développer, etc. Cependant, je sais qu’il n’est utile pour personne de se concentrer seulement sur le positif. De l’autre côté – qui est tout aussi important – il y a les habitudes, les patterns, et les croyances limitantes dont ils doivent se libérer ainsi que certaines erreurs que les dirigeants font communément et qu’ils devraient éviter afin d’être la meilleure version d’eux mêmes dans leur rôle.
Avant de plonger dans le vif du sujet, j’aimerais souligner que dans le leadership, le fait d’apprendre de ses propres erreurs est aussi bénéfique que dans tout autre rôle. Si vous sentez que vous avez fait des erreurs dans votre leadership, ou que vous avez pris une approche qui n’honore pas votre humanité ou celle des personnes autour de vous, ce n’est pas la fin du monde.
Une des perles de sagesse que je préfère nous vient de Fred Kaufman, conseiller du développement en leadership chez Google. Ce dernier nous donne l’astuce suivante: “à chaque fois que vous voulez dire ‘Oh m…de!’ , essayez plutôt de dire à la place ‘Oh, engrais!”’. Le premier est dégoûtant, le deuxième fait pousser et grandir.
Quand vous assumez vos erreurs, vous pouvez en tirer des leçons et évoluer. Nous reviendrons sur ce point un peu plus tard.
Dans cet article, nous allons aborder les questions et sujets suivants:
- Que devrait éviter un bon dirigeant?
- Le pouvoir d’assumer ses erreurs en tant que dirigeant
- Les 5 plus grandes erreurs de dirigeants
- Exemples de dirigeants qui ont admis leurs erreurs
Que devrait éviter un bon dirigeant?
L’une des choses les plus importantes et influentes que vous pouvez faire en tant que dirigeant est d’accueillir votre humanité dans sa totalité. Lorsque vous parviendrez à faire cela – ouvertement et activement – les autres se sentiront alors autorisés à faire de même.
Que devriez-vous donc éviter en tant que dirigeant? Évitez tous les comportements auto-protecteurs qui ne font autre que pousser les autres à se replier sur eux-mêmes, élever des murs, et garder leurs savoirs et connaissances pour eux-mêmes. Si vous voulez créer un lieu de travail ouvert où la confiance et l’esprit de collaboration sont de mise – car après tout, l’ouverture peut avoir un impact direct sur les résultats nets de votre entreprise – vous devez montrer l’exemple.
L’importance d’assumer ses erreurs en tant que dirigeant
L’une des choses les plus humaines que vous pouvez faire est d’accueillir – et assumer – vos erreurs en tant que dirigeant. C’est faire preuve d’une grande vulnérabilité émotionnelle que de dire “J’ai fait une erreur.” Et c’est bien cela qui rend cette affirmation si impactante.
En tant que dirigeant, le fait d’admettre des erreurs transmet le message aux autres qu’on peut pratiquement tout partager. Les employés évitent de s’exprimer au travail sur bien des choses pour plusieurs raisons, qui sont pour la plupart reliées à l’auto-protection. Ils ne veulent pas avoir l’air du mauvais garçon ou la mauvaise fille, risquer d’être rejetés, être vus comme des personnes qui n’ont pas l’esprit d’équipe, ou dans certains cas risquer même de perdre leur travail.
Et quand les gens ont peur de parler ouvertement, la créativité, la collaboration, la capacité de résoudre les problèmes efficacement, la rétention d’employés et d’autres choses en pâtissent sévèrement.
En tant que dirigeant, vous pouvez éviter une telle dynamique en créant une culture et un climat de confiance et de sécurité. Admettre ses propres erreurs ouvertement, et partager les leçons qu’on en tire pour évoluer, transmet un message très clair et efficace aux autres qu’ils peuvent faire de même, et ce en toute sécurité.
Les 5 plus grandes erreurs de dirigeants
Maintenant qu’on sait qu’il est correct (et donc tellement humain) de faire des erreurs, et qu’admettre ses erreurs peut favoriser tellement de bonnes choses, et à quel point il est important d’éviter de cacher ses propres erreurs, on va regarder de près quelques erreurs communes et importantes que les leaders font, et comment les corriger.
Aussi bien dans ma vie personnelle que dans ma vie professionnelle, J’essaie de vivre en suivant “Les quatre accords toltèques” de Don Miguel Ruiz. Ces accords, qui ont l’air si simples, ne sont pas du tout faciles à appliquer, mais le fait de m’efforcer à les mettre en pratique m’a permis de me positionner et de positionner ma pratique professionnelle à un niveau que je n’aurais jamais pu imaginer. J’ai intégré ces accords dans mon coaching et j’ai pu être témoin de tous les bénéfices que mes clients ont pu en retirer plusieurs fois. J’ai donc établi les erreurs ci-dessous sur la base de ces accords.
- Ne pas faire son propre travail de croissance personnel
Les dirigeants ont le mandat de guider les autres. Lorsque vous tenez aux gens qui vous entourent, à votre équipe, votre travail, votre organisation…..il est facile de perdre de vue votre propre croissance personnelle. Vous voilà donc épuisé, essayant tant bien que mal de vous accaparer ici et là de l’énergie et vous retrouvant toujours à court de cette dernière. Ceci n’est raisonnable ni pour vous ni pour les personnes qui vous entourent.
Comment corriger cette erreur:
Vous devez devenir une priorité dans votre vie. Prendre soin de soi veut dire faire le travail nécessaire afin de créer une vie épanouissante qui puisse fournir l’énergie nécessaire pour donner de l’attention aux autres et les guider. Ceci signifie connecter avec les autres, développer vos compétences et vos connaissances, vivre de nouvelles expériences, nourrir vos relations personnelles, faire le travail nécessaire pour vous connecter à vous même et à votre leader intérieur, pratiquer proactivement l’acceptation de soi, etc. Plus vous évoluez, vous prenez soin de vous même et vous vous connectez avec vous même, plus vous serez en mesure d’inspirer, de soutenir et d’élever les autres à des niveaux supérieurs.
- Vous raconter des histoires limitantes
Le premier accord Toltèque selon Ruiz est que votre parole doit être impeccable. La ‘parole’ selon Ruiz est notre pouvoir de création. Lorsque vous parlez, vous créez des images, des pensées dans votre esprit et des sentiments dans votre corps, et tout cela concourt à créer votre monde. Si vous vous dites des choses telles que “Je suis une seule personne. Je ne peux pas changer la culture entière de mon organisation”, ou encore “Ce que je fais n’aura aucune incidence sur ce que les autres font.”, vous vous limitez. Vous intégrez la fausse croyance que vous n’avez aucun impact. Et que vous en soyez conscient ou pas, cela se répercute sur les gens que vous dirigez. Le ton d’impuissance est alors donné.
Comment corriger cette erreur:
Arrêtez de vous raconter des histoires qui vous rendent impuissants et engagez-vous à vous approprier de votre vie. A chaque fois que vous croyez en une histoire limitante, vous écrivez inconsciemment votre propre histoire. Commencez donc à être intentionnel! Tout ce que vous pouvez contrôler en tout temps c’est vous même et vous avez bien plus d’impact que vous ne pensez! Commencez par vous dire que ce vous faites compte. Dites-vous que votre comportement a un impact. Dites-vous que vous avez un pouvoir d’influence et que vous pouvez exploiter ce pouvoir positivement. Racontez-vous de nouvelles histoires concernant ce qui est possible et passez à l’action pour transformer ces nouvelles histoires en réalité. Vos mots représentent votre pouvoir de création. La manière dont vous vous parlez vous amène à vous comporter d’une certaine manière, ce qui à son tour a un impact certain sur les personnes que vous dirigez.
Lorsque vous aurez fait assez de pratique sur vous-même et les histoires qui vous concernent, il sera alors temps de vous raconter de meilleures histoires concernant les personnes qui vous entourent. Si par exemple la qualité de travail d’une personne est moindre que celle à laquelle cette personne vous a habitué, au lieu de vous raconter des histoires vous disant qu’ils ne sont plus bons à leur travail, racontez vous une histoire qui prend en compte leur humanité. Dites vous que vous êtes face à quelqu’un qui est en difficulté et que vous êtes la personne la mieux placée pour l’aider. Soyez curieux au lieu de juger.
- Prendre les choses personnellement
Prendre les choses personnellement vous met sur la défensive. Cela donne également le pouvoir aux personnes et circonstances qui vous entourent sur vos réactions et vos comportements. Le choix de reléguer ou non ce pouvoir à l’extérieur de vous même vous appartient. Prendre les choses personnellement c’est aussi dans un sens manquer de respect aux gens autour de vous en ignorant le fait qu’ils ont des vies dynamiques et complexes en dehors du travail. Cela met tout le focus sur vous et sur ce que vous expérimentez. Cela représente une barrière à la connexion aux autres alors que c’est bien la connexion aux autres qui mène à un leadership fort et efficace.
Comment corriger cette erreur:
La réalité est que les réactions et comportements des autres n’ont rien à voir avec vous. Cela a à voir avec ce qui se passe pour eux. La manière dont ils réagissent, répondent, gèrent le stress et ainsi de suite n’est autre que le reflet de leur état intérieur et de leur étape dans leur cheminement. Quand vous acceptez cela, entièrement, vous reprenez le pouvoir. Vous vous débarrassez du jugement et du blâme et vous vous libérez de tout sentiment de culpabilité ou de rancœur. Par ailleurs, vous honorez également ainsi l’humanité des gens autour de vous et vous vous donnez la possibilité de les accueillir avec curiosité et leadership réel. Si quelqu’un vous répond d’une manière peu gentille, vous pouvez leur répondre avec curiosité et compassion, au lieu d’être sur la défensive, sachant que leur réaction n’est autre que le reflet de leur étape dans leur propre cheminement.
- Faire des suppositions
Vous savez ce qu’on dit sur ce qui arrive lorsqu’on fait des suppositions. Lorsque vous faites des suppositions, vous fermez la porte à l’apprentissage et vous ne voyez plus les possibilités qui existent. Vous vous limitez et vous limitez les autres, et vous immobilisez tout le monde.
Comment corriger cette erreur:
Si vous devez faire des suppositions alors supposez que tout le monde fait de son mieux. Mais même cette supposition aura des significations différentes pour chacun. Il y a tellement à gagner en étant curieux, et pourtant faire des suppositions est une habitude très difficile à briser. Mais vous pouvez la vaincre à travers la pleine conscience (ou mindfulness en anglais). Commencez une pratique de pleine conscience en remarquant dans un premier temps le type de pensées qui surgissent dans votre tête. Contentez-vous de remarquer seulement, sans émettre de jugement. Cela peut-être une observation du type ‘Oh je suis en train de créer cela maintenant”, “Oh je suis en train de me souvenir de quelque chose”, ou encore “Oh je suis en train de faire des suppositions”. Lorsque vous vous contentez d’observer vos pensées, sans les juger, vous êtes en mesure de freiner le comportement qui en découlerait, et vous pouvez alors remplacer graduellement cette vieille habitude limitante par une habitude beaucoup plus saine et productive, soit la curiosité. Grâce à la curiosité, vous posez les questions qui ont besoin d’être posées afin d’avoir la clarté dont vous avez besoin pour avancer. Dites adieu aux suppositions qui vous gardent silencieux et vous empêchent de comprendre ce qui se passe. Si vous avez une question à poser, vous pouvez parier que les autres personnes présentes dans la salle en auront aussi. Quand vous choisissez la curiosité plutôt que les suppositions, tout le monde y gagne.
- Toujours vous attendre à faire de votre mieux absolu
Le quatrième accord Toltèque est de toujours faire de votre mieux. Alors pourquoi je considère cela comme une erreur, me direz-vous? Parce que beaucoup d’entre nous ne se rendent pas compte que notre mieux est en constante évolution. Cela varie en fonction de ce qui se passe et des circonstances de notre vie. Et cela n’a jamais été aussi évident que depuis les deux dernières années marquées par la pandémie et les mesures qui y sont reliées. J’ai vu tellement de personnes épuisées car elles s’attendaient de faire de leur mieux au même niveau qu’avant la pandémie. C’est super d’avoir de grandes attentes pour vous même, mais si vous vous mettez constamment des attentes irréalistes concernant ce que devrait être votre “mieux”, vous êtes voué à l’échec et vous montrez un exemple toxique aux personnes que vous dirigez.
Comment corriger cette erreur:
Développez votre connexion intérieure afin de développer votre conscience de ce que votre mieux est en fonction des circonstances qui varient. La meilleure façon de faire cela est de créer une habitude matinale consistante de connexion avec vous même. Comment vous sentez- vous? Physiquement et émotionnellement? Que se passe-t-il? Où rencontrez vous de la difficulté? Qu’est ce qui vous rend heureux et satisfait? Une fois que vous aurez fait de cette pratique une habitude de connexion avec vous-même, vous pourrez pratiquer la gentillesse envers vous-même. Bien sûr, attendez-vous à faire toujours de votre mieux, tout en sachant que votre mieux sera différent chaque jour. Par la suite, efforcez-vous de parler ouvertement de votre expérience avec votre équipe. Parlez de ce qui impacte négativement “votre mieux” et ouvrez la conversation pour permettre aux membres de votre équipe de s’ouvrir également et de partager ce qui a un impact sur leur bien être. La covid constitue un bon point de départ pour favoriser une culture de conversations à cœur ouvert. Le niveau de “mieux” de tout un chacun pendant la covid n’est pas égal à celui d’avant la pandémie. On peut seulement faire de notre mieux en fonction de notre état et de l’énergie qu’on a. Quels sont les facteurs qui ont eu un impact sur les gens? Qu’est ce qui est différent? Comment est ce que tous les domaines de notre vie ont été affectés et quelle influence ont les changements dans un certain domaine sur les autres domaines de notre vie?
J’ai nommé ces 5 comportements “des erreurs de leaders”, mais je préfère penser aux erreurs comme des loupés (le mot en anglais est mis-take, soit “prendre par erreur”). En d’autres termes, vous avez essayé quelque chose d’une certaine manière et ça n’a pas marché. C’était juste un “loupé”, ou un “mis-take” et vous pouvez toujours essayer de nouveau avec une approche ou une perspective différente. Afin de bien diriger les autres, vous devez d’abord être gentil envers vous-même. Cette gentillesse comprend le fait d’accepter vos erreurs, vos ‘mis-takes” comme étant simplement humaines, et il n y a aucune raison d’en avoir honte. Assumez vos erreurs, vos “mis-takes”. Assumez votre humanité. Vous en sortirez gagnant et vous serez un bien meilleur dirigeant. Il ya tellement de riches engrais dans nos erreurs. Profitez-en!
Exemples de dirigeants qui ont admis leurs erreurs
Si vous pensez que c’est effrayant d’admettre ses erreurs, eh bien vous avez raison. C’est effectivement effrayant. Surtout dans un monde où tant de structures sociales et de normes appellent à bannir les erreurs. Mais cela ne veut pas pour autant dire que ça ne vaut pas la peine d’admettre vos erreurs, ni que vous serez le seul à assumer votre merveilleuse et louable humanité. Vous serez en compagnie, entre autres, des dirigeants suivants:
- David Neeleman, PDG de JetBlue
En 2007, la compagnie aérienne JetBlue a vécu la “pire semaine opérationnelle” de son histoire quand une tempête sévère a forcé cette dernière à annuler une centaine de vols, laissant ainsi les passagers bloqués au sol pendant plusieurs heures. Neeleman a fait alors front à la crise en faisant des excuses publiques , prenant soin de divulguer un plan détaillé visant à éviter que la même situation ne se reproduise dans le futur.
- Eric Yuan, PDG de Zoom
L’utilisation massive de Zoom au début de la pandémie s’est aussi accompagnée de problèmes de sécurité massifs. Non seulement Zoom a fait en sorte de résoudre ces problèmes rapidement mais le PDG de la compagnie a aussi assumé ses erreurs dans une entrevue en direct, ce qui a permis de rétablir la confiance avec ses clients.
- Larry Fink, PDG de BlackRock
Dans une entrevue de 2019, Fink a avoué que sa plus grande erreur en tant que dirigeant était celle de douter de lui-même! Comme il ne croyait pas assez en lui-même et en son idée, il avait fini par accepter un accord d’une moindre valeur que ce qu’il espérait obtenir.
- Sheila Marcelo, PDG de Care.com
Quand Sheila Marcelo s’est rendue compte qu’elle avait pris une mauvaise décision en licenciant un employé, non seulement elle a assumé son erreur, mais elle s’est aussi tout de suite rattrapée en réengageant l’employé en question. Elle a aussi réuni tous les employés de son organisation pour admettre devant ces derniers son erreur en personne. - Beaucoup d’autres encore!
Si vous n’êtes pas encore convaincu que vous pouvez apprendre de vos erreurs –notamment en les admettant – voici 12 dirigeants qui ont appris de précieuses leçons grâce aux leurs. Vous en voulez d’autres encore? En voici 6 autres!
Les erreurs sont humaines. Et comme Fred Rogers disait de son vivant “Tout ce qui est humain est digne d’être mentionné et tout ce qui est mentionné peut être géré.” Assumez vos difficultés, assumez vos victoires, assumez votre humanité, et accueillez l’humanité des personnes que vous dirigez.
Au cas où vous aimeriez être guidé(e) dans le processus d’assumer vos erreurs pour vous mêmes et votre équipe ou votre organisation, je vous invite à me contacter
How Do You Build Confidence in Decision-Making?
/in Business Coaching, Leadership/by melissadawnWhat does it mean to be confident in your decisions?
Many people define confidence in decision-making as the belief that their decision is the correct one; that it will bring the best outcome. The thing is, it’s impossible to accurately predict outcomes. Sure, there are times when we have data, patterns, or other information to rely on, which can make our predictions more likely. However, most of the decisions we make in life aren’t like that.
What job should you take? What neighborhood should you live in? What school do you choose? Should you give that relationship another chance? Do you accept that invitation? Do you have that difficult conversation? Should you speak up about something that’s bothering you? Do you quit your job, or stick it out?
These are the kinds of decisions that keep us up at night, and there is usually little-to-no hard data to help us choose. We can never fully predict the outcome of these decisions; what ripple effects they might have, or what external circumstances may impact them.
How can you feel confidence in your decisions when you can’t be certain of the outcome? With so many factors involved, how do you make a decision without overthinking? Most importantly, how can you make decisions that are truly right for you, regardless of everything outside your control?
In this article, we’ll explore:
- What is the importance of confidence in decision-making?
- How can you make strong decisions that are right for you?
- What are the 7 steps in decision-making?
- The critical role of mindfulness in strong decision-making
- Does self-esteem affect decision-making?
What is the Importance of Confidence in Decision-Making?
You can’t be certain of outcomes, so… does it even matter to have confidence? Isn’t it hypocritical to act confident when you have no idea how things will turn out?
Let’s think about leadership, and ask, “Why is confidence important in leadership? What role does it play?”
A strong leader doesn’t guarantee outcomes. What they promise is that they will do their best to make decisions that align with the goals of the organization, and the best interests of their team. They promise that if things don’t work out, they will dive right into solution-mode. They guarantee their approach, not outcomes. They put their energy into their approach, not outcomes. They express confidence in their approach, not outcomes.
It’s these leaders who are most agile – able to dance with whatever comes up – because they haven’t tied their self-worth to things they can’t control. When things go wrong, they don’t wallow, get angry, or shirk responsibility. They take action because they are confident in their ability to respond.
Confidence in decision-making is not confidence in outcomes. It’s confidence that our decisions align with our values and goals, and confidence in our ability to respond to whatever comes up along the way.
Confidence is important because it keeps us grounded in what we actually do control. Being confident of an outcome is not true confidence. It’s arrogance. It’s a belief that we can control the uncontrollable. People may obey arrogant leaders when things are going well, but they tend to jump ship when tides turn. People do, however, align themselves with confident leaders and stay the course when things go wrong, because they know a confident leader will see it through.
Confident decision-making is key to strong leadership, and that includes leadership of ourselves.
How Can You Make Strong Decisions That are Right for You?
You are the foundation of strong decision-making. I’m often asked, “How can I make my decisions strong?” The way to do that is to strengthen your inner connections; your intuition. And that’s learnable. Yes, some people seem more naturally intuitive than others, but it is a genuinely learnable skill, and a critical one. Not just for stronger leadership, but for your own well-being and joy in life.
Here are 4 cornerstones for developing your intuition for stronger decision-making:
- Get clear on your core values.
- Get clear on your life purpose or ikigai (there are key differences between the two concepts, so lean into the one that resonates most with where you are now, and where you want to be).
- Learn how to develop a big picture vision and practice holding that vision.
- Create daily rituals for developing your inner leader.
These 4 cornerstones ground you in what you actually do control, and set the foundation for confident decision-making.
What Are the 7 Steps in Decision-Making?
If you struggle with overthinking, avoidance, or lack of confidence when it comes to making decisions, this framework will help. On the other hand, if you struggle with making rash decisions – decisions that aren’t thought out enough – this framework will also help.
These 7 steps are not my own, nor do I know their original source. What I can say is that they appear in multiple textbooks, course material, workshops, articles and so on. I believe in questioning everything and not accepting something as truth simply because of how common it is. That said, these 7 steps, to me, have great value in guiding us to make decisions we can feel good about. That is, with some CEO of Your Life twists ;)
- Clearly identify the decision to be made
It may seem simple, but we often skip this step and that can send us down rabbit holes of overthinking, or lead to snap decisions that hold us back from where we want to be.
Clearly state the decision to be made, and write it down. Writing it down helps to clear our natural mind clutter and keep you focused. - Gather the facts
What are the raw facts, as you know them, in this moment? Write them down, as simply as possible.
As humans, we have a habit of trying to live fully in our heads and cut ourselves off from the feelings in our full bodies. Logic, logic, logic. When it comes to making decisions, we need to tap into how we feel – to where our hearts are pointing us – but that head habit keeps poking in and getting in the way.
Your full-body, emotional experience, is a really important part of making decisions that are truly right for you. Writing down the bare facts gets them out of your head and calms that part of yourself that is afraid to forget a key point. It empowers you to fully connect within, because now all those raw facts are safely on paper.
- Identify all reasonable & aligned paths
Position yourself where you are, right now, in this moment. Look at the raw facts. What paths – potential decisions – are reasonable from your current reality AND align with your values and the future you want to create?
From where any of us stands, right now, there are countless potential paths we can take. That can be overwhelming. When you fully accept exactly where you are now, and have a clear vision of what you want to create, that helps you significantly narrow down the paths ahead of you. Here is a helpful guide to put this ‘reasonable & aligned’ approach into practice.
- Weigh the ‘evidence’
Other guides to this process talk about gathering data, looking at past experiences, and so on. There’s value in that, especially when it comes to data-driven decisions.
However, so many critical decisions simply are not data-driven. How do you approach conflict? How do you support a struggling team member? Should you confront a toxic family member? These decisions go to the core of who we are and our experience of life. And there’s rarely much external data or evidence to help us.
You need to go within; to excavate your inner evidence. There’s a tool I share with my clients – the Light Method. It’s a practice of connecting with the intuition of your full self. Put yourself in a calm environment. Sit on the grass, go into nature, or find a quiet, soothing spot in your home or office. If you’re indoors, cultivate an environment of peace through aromatherapy, natural light, soft fabrics, instrumental music, etc. You may want to sit on a meditation cushion or a comfortable chair. The idea is for your body to be at ease, so that its messages come through more clearly.
Take a few slow, deep breaths and connect to your higher power (whatever resonates with you: your Captain, God, the Universe, your future self…) Once you feel a sense of calmness, visualize each potential path, fully. Imagine putting it into action. What could it potentially look like? How does it feel in your body, mind and spirit? When a path feels light, exciting, or peaceful, it means your full knowledge is guiding you towards it. When it feels heavy, tight, or uncomfortable in some way such as a knot in your stomach, tightness in your throat, or pain in your heart… it often means your intuition is guiding you away from it. Try practicing this method with each of the paths you identified in step 3. Allow yourself to feel the energy of each path fully. Let the emotions come in. You already secured the raw facts in step 2. Now is the time to let your intuitive side take the reins.
Another tool I share is a practice called smudging, which I lean into when I’m struggling with a big decision. Here’s how to do it and how it helps. For me, it’s about refreshing the energy of a space, clearing out negative energies, and calling in the energy of what I want to create. It helps me get clarity, ground myself in the moment, and connect to something bigger and more enduring.
Be sure to bring curiosity into this step. If a path feels light, get curious about what aspects feel light. Is it because this aligns with what you want? (I would word this differently. If it feels light, it is your inner guidance guiding you. For people that don’t yet fully trust this inner guidance, then they can see if this light choice aligns with their values, purpose and vision. I see you put this in step 5. So not sure if we should keep the curiosity about it or not. The curiosity about what feels light to me is not important. It is coming from your inner compass, to me you just have to trust it. Once you start going into your head, that is your programming) For some people the path might feel heavy because it steers you away from a fear you’re not ready to confront. Does a path feel heavy because it really isn’t what you want, or because it demands stretching outside your comfort zone?
If you’re struggling with this, you’re not alone. If this is the case, you need to face the fear fully so it has no more power over you. You likely need to do some work to identify your inner Saboteurs and tame them. Do you think the saboteurs article is better here or this one? https://ceoofyour.life/2016/02/5-ways-to-conquer-fear-and-have-the-courage-to-go-for-what-you-truly-want/
- Choose your path
In step 4, if you only identified one path that felt truly light to you, great! Decision made. If you identified more than one path, now’s the time to settle on one. Go back to your core values and big picture vision. Which of the paths in front of you aligns best with them? Between the two of them, Which one feels lightest?
You can also try a technique of tapping into “Future You”. Remember, you have no control over outcomes, but that doesn’t mean you shouldn’t still strive for what you want to create for yourself. Visualize yourself experiencing the future you want to create. Assume the energy of that future. What path would Future You have opted for to get where they are?
Here is further guidance for tapping into Future You as a decision-making tool.
- Take action
Your decision is made. Now what will you do, and by when will you do it? Give yourself a deadline and hold yourself to it. If follow-through is something you struggle with, consider having an accountability partner. It can be a friend, colleague, mentor, coach… someone you trust.
If your chosen path requires multiple steps, start breaking it down and give yourself timelines for each step or stage. What will you do today? This week? This month? Schedule them in your calendar. That way they are more likely to get done.
When something feels too big, a helpful strategy is to just take the first step. One step often reveals the next, which leads to the next, and so on. I love this quote from Martin Luther King Jr.: “You don’t have to see the whole staircase, just take the first step.”
If you feel ready to plan more than one step, do so, but aim for a pace that genuinely works for you. Maybe that means planning one week or month at a time, or a set number of tasks at a time. At the end of that phase, assess where you are, then plan the next few steps, days, or whatever breakdown works best for you. This is also a good strategy for staying on track, because it forces you to regularly assess if you’re moving in the right direction, and course-correct if needed.
- Review the outcome
Confident decision-making is open to curiosity and open to flexibility. Remember, outcomes are not guaranteed. If the decision isn’t working out, it doesn’t mean you made the wrong choice. It means you’re another step closer to the decision(s) that will get you to where you want to be.
Trust that if you made a decision based on your intuition – what felt light – that was your inner GPS guiding you in that direction for a reason. You need to trust it, even if you might not fully understand it yet. Look for the “fertilizer” in the situation. How can you grow from this? What can you learn? What else is possible?
Approach your review with curiosity, openness and no judgment. Strive to take unconditional responsibility – not for the outcome, but for how you respond to it and what you do next.
The Critical Role of Mindfulness in Strong Decision-Making
Mindfulness is about tapping into your full experience. We approach much of our lives in a head-centric way. We lead with our minds. The thing is, our minds aren’t the only part of us doing the perceiving.
We perceive the world with our whole body and being; our physical selves and our energetic selves.
There’s a philosophical concept known as the ‘cartesian split’ that focuses on the notion of the mind and body being independent of one another. This notion has had a huge influence on the evolution of our western way of being. I won’t go into it here, but if that’s something that piques your interest, this Wikipedia entry is a good starting point.
Why bring philosophy into this? Because it’s important to be aware that this idea of the mind and body being separate is just that: an idea. It was never a fact. It was never based in science and never something proven to be true. It was an idea – one that sparked massively influential conversations that still impact us today – but just an idea.
And, it was never the only idea or way of being. Nor does it have to be the way we continue.
As a coach, I see a direct connection between this head-body separation, and the continuing increases in stress, anxiety and burnout we’re experiencing. Our minds are all about control. They see data and logic and want to make decisions based solely on that to ensure ideal outcomes.
The thing is, the more we try to control our world, the more anxious we feel when external circumstances interfere. The more anxious we feel, the more we try to control things to quell that anxiety. It’s a destructive cycle that saps our energy and devastates our ability to find joy. Mind, body and soul need to be in alignment, like a flock of birds flying in formation. If some elements are out of place it creates dis-ease within your state of being.
Mindfulness practices like meditation, grounding, and ritual practices guide you to reconnect with your full knowledge; your whole body experience. This is where you can connect with the only thing you can truly control: yourself.
Like the Light Method and smudging practices discussed in step #4 above, there are a variety of mindfulness techniques you can explore that will help you fully tune into the wisdom of your body. By practicing intentionally in your own time and environment, you actively strengthen your inner connections, making it easier and more intuitive to partner with your body in other environments like boardrooms, Zoom meetings or client interactions.
What I tell my clients is that if they want something different, they have to do something different. If you want to shake up your life, you need to do the shaking. A lot of mindfulness practices – smudging, fire ceremonies or sand painting – can feel ‘out there’. Great! Go ‘out there’! Do things totally outside the norm for you. Even if you find the practice isn’t right for you, it may help shake off some of those old, unhelpful beliefs that cloud your vision and make it hard to identify the paths that are right for you.
Does Self-Esteem Affect Decision-Making?
Confidence and self-esteem often get intermingled, and do overlap. What’s different is that while confidence is your belief in your abilities (not just skills, but ability to learn, be flexible, approach difficult situations, etc), self-esteem is your belief in your value as a human being. Your sense of self-worth.
Self-esteem must come before confidence. It makes confidence possible. Many of us struggle with feeling confident in our decisions because we’ve tied our sense of self-worth to outcomes. Of course it’s hard to make a decision if we feel like the outcome – this thing we have no real control over – in some way informs our value as human beings.
Esteem means to have respect and admiration. You owe that to yourself. You deserve that from yourself. Respecting and admiring yourself means letting go of habits and beliefs that don’t serve you. Tying your self-worth to outcomes does not serve you. In fact, tying your self-worth to anything outside yourself does not serve you.
Non-attachment is a powerful practice of learning not to attach your value as a human being to anything other than the fact that you are human. It’s really about unlearning what so many of us are raised to believe – that our worth is tied to our performance and achievements.
Here is a guide to practicing non-attachment so that you can rebuild your self-esteem, end the habit of tying your worth to things outside your control, and be able to make decisions with genuine confidence.
If you would like guidance, for yourself or your team, in developing your decision-making skills, I invite you to connect with me.
Key Takeaways:
- Confidence in your decisions does not come from knowing the outcome. It comes from having clarity into your values, purpose and big picture vision, then consciously making choices that align with them.
- Partnering with your body through mindfulness practices empowers you to develop the inner clarity you need to make confident decisions.
- Commit to seeing setbacks as part of the journey. They are not failures, but guideposts to help continually steer closer to what you want for yourself.
The 6 Traits of Inclusive Leadership
/in Blog, Leadership/by melissadawnLet me ask you… what does it really mean to be an inclusive leader?
Too often, we see organizations claiming to promote diversity, only to learn that it’s far from the truth. It usually takes very little digging to find an all-too-common glass ceiling, problematic workplace cultures, microaggressions, unfair hiring and promotion practices, and so on.
Oftentimes, the organization’s leadership is either unaware of these circumstances, or unaware of just how deep and impactful they truly are. What all organizations need – from small businesses, to Fortune 500s – is a commitment to conscious inclusive leadership.
Inclusive leadership is an approach that actively works toward inclusivity through raw awareness, commitment to truth, and a dedication to doing what’s right. Two key understandings of inclusive leadership are that:
- A sense of belonging is critical to individual and organizational success, and that;
- Traditional ways of doing things are inherently divisive and exclusionary.
As inclusive leaders we must be committed to building our awareness and going against the grain of traditional leadership.
In this article, we’ll explore:
- What being inclusive means in leadership
- What are the 6 traits of inclusive leadership?
- What is inclusive leadership culture?
- How do you promote inclusive leadership?
- What are the benefits of being inclusive?
What Being Inclusive Means in Leadership
Inclusivity is more than diversity. Diversity is about the demographics of the people in your organization; inclusivity is about the culture of your organization.
Do people regularly and proactively speak their truth? Who shows up to informal get togethers? Are there ‘cliques’ and what is their impact? Who’s getting promoted? Whose voices are heard most? How are opportunities distributed? What’s the atmosphere like at break times or as people are organizing themselves before meetings? Who’s taking advantage of internal development programs? Who isn’t and why might that be?
How do you measure inclusive leadership? You have to look at questions like these – questions that dive into engagement, growth, happiness, and so on – and really dig into the “whos” and “whys” in order to get a measure of how inclusive your leadership and culture currently are. When it comes to true inclusivity, it’s always more than just numbers. It’s the humans those numbers represent.
In leadership, being inclusive is all about that raw awareness mentioned above. Truth can be hard to face, but it empowers you to get clarity on where you need to go next.
As a leader, what can you do differently to cultivate inclusivity? How can you increase your influence in a positive direction? Like so many things, it starts with taking 100%, unconditional responsibility for your part and the traits you bring to your leadership role.
What are the 6 Traits of Inclusive Leadership?
In all things, lead yourself first. I haven’t included that as one of the six traits because I could probably include it as a step, tip or trait for just about everything. Always strive to lead yourself first. Everything else will grow from that.
- Self-awareness
In terms of inclusive leadership, you must be aware of your own bias and potential for bias, the strengths that will serve you, and the things you may struggle with.
Yup. More of that raw awareness. This time, it’s all about looking within in order to be more intentional in your external influence.
When it comes to bias, you may feel that you’re a fair person and would never discriminate. However, bias is not always easy to spot, even in ourselves.
Consider the people you interact with most in professional circles. There’s nothing wrong with wanting to spend time with people you relate to more easily. However, as a leader, your role is to help others grow and develop their careers. So much of that happens as a byproduct of informal interactions. Getting to know someone over coffee. Making casual introductions. Asking for input. Listening to ideas and experiences. Sharing an interest. Chatting during lunch. It’s during these kinds of interactions that we develop a more well-rounded picture of someone’s strengths and struggles, and get clarity into the ways we can best serve them.
If the majority of your informal interactions are with only a few people, only those people are fully benefiting from your leadership. This is one of the ways that unconscious exclusivity happens in the workplace. Commit to broadening your self-awareness, and taking responsibility for your relationships with others.
Co-creative mindset
How do inclusive leaders behave and approach every situation? They adopt a mindset of co-creation; a commitment to seeking out opportunities to create together.
Creating – designing solutions, developing ideas, uncovering possibilities, etc. – alongside our leaders is a powerful way to learn and grow in experience. When you have a co-creative mindset as a leader, you proactively strive to bring people into those opportunities as much as possible, and especially to bring in people who are likely to think differently from you.
At its heart, inclusivity is about honouring and welcoming the uniqueness in others. True creativity also demands uniqueness. Thus, a co-creative mindset actively seeks out diversity in order to bring richness to the creative process.
A co-creative approach is so beneficial for everyone involved. Just by nature of the approach – by striving to create from everything and with anyone – a sense of belonging, mutual respect and a culture of trust begin to grow.- Unconditional responsibility
Each of us must accept unconditional responsibility for our intentions, our choices, and our responses.
You are not responsible for how other people in your team or organization behave, but you are 100% responsible for how you lead. Whatever is happening within your team, ask yourself how your leadership may be contributing to it, or allowing it to continue.
Ask yourself who you consider to be the “star players” on your team, then look at everyone else. What barriers might be keeping them from succeeding? What implicit biases might you have that impact how you see them? How are they treated by others on the team and how have you contributed to that? What steps can you take, right now, to shift your mindset and approach?
In terms of negative or problematic behaviours from others, how have you responded (or not responded) to that in the past? What do you need to take responsibility for and start doing differently?
- Commitment to integrity
Integrity is when the way you live aligns with what you say. If you say you want to promote inclusivity, then it’s on you to develop your awareness, educate yourself, be intentional about the daily steps you take, and to take responsibility for when you slip up.
Most importantly, it’s on you to believe people’s experience. Saying you support your people is one thing. Believing people and stepping up as a leader when they tell you something is wrong is when you put integrity into practice.
I’m sometimes asked, “What are inclusive leadership competencies?” People want a list of learnable skills that can be put into action and measured. I understand that desire AND I often tell people that it’s less about competencies and skills, and far more about our way of being as leaders.
Integrity goes to the core of who you are. It’s about owning your humanity. Demand that of yourself, and then demand it of the people you lead. Expect people to speak truthfully, and respect their truth. Do your part to create a culture of integrity that makes it safe and welcoming for people to bring their full selves to work.
- Openness to learning
Always assume you have more to learn. Listen more than you speak. Stay open to all possibilities, including your own blindspots.
Inclusive leaders practice an aversion to assumptions. When they catch themselves assuming that they know what someone else is feeling, thinking or experiencing, they say to themselves, “I’m making an assumption and that is not a co-creative approach. What can I learn here instead?” They get curious about their own mental models, what drives those models, and what needs to shift to open themselves up. Beyond openness, be proactive and take full responsibility for educating yourself. It isn’t the responsibility of your employees or colleagues to educate you about different cultural experiences, navigating the world with a disability, building a career as a woman, and so on. It’s on you as a leader to learn. Read about it. Talk to people in your social circles (if they’re open to talking). Join public online groups, especially awareness groups or ones where people share their experiences. Listen to understand, not to share your two cents. - Commitment to equity
An inclusive leader understands that while everyone may work hard, not everyone is working with the same materials, or starting from the same place. This is where equity comes in. It’s an approach that assumes everyone has the same potential to succeed, and that it’s the role of leadership to provide whatever resources necessary for that potential to be realized.
Equity takes the previous 5 traits and puts them into action. Look at the people you lead and assume that every single one of them has the same potential to succeed. Get curious about what they may need to make that happen and be open to co-creating solutions. Believe what they tell you and embrace your responsibility for cultivating an environment where success is not just possible, but realistically accessible.
What is Inclusive Leadership Culture?
Inclusive leadership culture sees inclusivity as integral to the organization’s big picture. It’s not a line item; it’s a commitment to fostering an environment where everyone is included exactly as they are.
When diversity melds with inclusivity, corporate cultures become inherently dynamic. Newness is continuously brought in, embraced, and integrated, which empowers greater flexibility, creativity, adaptability, and engagement for everyone. It becomes the norm for difference to be met with curiosity, and for ideas to be discussed openly.
What is an example of inclusive leadership in practice? It’s really about the everyday practices. It’s our daily awareness, choices, and ways of being that create cultures of inclusivity. An example of this would be always noticing and responding to interruptions. When a person from the more widely represented and/or empowered group repeatedly interrupts a person (or people) from marginalized groups, that is a form of discrimination that feeds the experience of not belonging. Sometimes it’s an intentional act, other times it’s an unintentional microaggression. However, even when it’s unintentional, it points to a deeper problem of implicit bias that needs to be addressed.
Another example might be to stop rewarding people for simply being in the office. Traditional, outdated approaches have rewarded the “first to arrive, last to leave” employees, and those who are willing (and able) to put in extra hours. This has historically disadvantaged huge segments of the working population. Focus instead on what people contribute and actively encourage (and model) a healthy, flexible schedule that allows people to prioritize their lives outside of work.
In an inclusive leadership culture, leaders accept and embrace their role in changing “the way things are”. They understand that a huge part of human behaviour is unconscious, and that it’s a leader’s role to shine a light on what needs to change, and actively lead that change. They also recognize that “the way things are” was designed by humans (and can, therefore, be changed by humans), and was created by groups and systems that were inherently discriminatory.
When people are included exactly as they are – i.e. not expected to fit themselves into an existing, static culture – not only does that create a wider sense of belonging, it also makes it safe for anyone to explore different perspectives and bring their unique strengths and ideas forward. In this way, organizations can become more innovative, productive, creative and adaptable.
How Do You Promote Inclusive Leadership?
Just one person commiting to inclusive leadership can start a shift. However, getting your full leadership team on board can have a far greater impact.
So, once you’re committed, how do you get others on board? Here are a few steps you can take as a leader:
- Use your privilege.
If you’re in a leadership role, you are in a position of privilege within your organization. People likely listen to you and assume you know what you’re talking about. Use that.
Speak with other leaders in your organization. Talk to HR. Talk to leaders above you. Offer to spearhead a company-wide movement. Seek out workshops, training and coaching opportunities and push to get them brought in.
Most importantly, speak out. When you see behaviour that isn’t right, recognize that you are in a far safer position to vocalize it, and do so. When you see an opportunity to create more inclusivity, vocalize that. Refuse to be silent on the issue. Use. Your. Privilege. - Practice mentorship.
As an inclusive leader, mentoring is a powerful way to actively lift up others. So many diversity initiatives focus on hiring and fail at facilitating career development. Remember your commitment to equity and look for the people who could benefit most from a mentorship relationship with a truly inclusive leader; a leader who is open to learning and co-creation.
When you actively work to bring others up within the organization, it starts to change the face of leadership, which has a domino effect. - Cultivate inclusive teams.
In your role, you likely have a say over who is in your team, who is assigned certain projects, who works together, and so on. This is a huge opportunity to promote inclusive leadership and an overall culture of inclusivity.
Of course avoid micromanaging the actual work, but do take an active role in bringing people together. When working across teams or departments, be intentional about who you assign as your team or department’s point of contact. If there are people on your team who rarely speak up, seek to create opportunities for them to share their ideas or what they’re working on.
As you do this, stay aware of problematic behaviours like microaggressions. Ask yourself why some people may not speak up. Are some people interrupted more than others? Who’s doing the interrupting? Are some people consistently left out of meetings they should be at?
A great way to start building an inclusive team is to begin with how meetings are conducted. There are some great tips here for leading inclusive meetings.
What Are the Benefits of Being Inclusive?
Beyond simply being the right thing to do – which should be reason enough – inclusivity benefits organizations in numerous ways.
Here are just a few examples of the benefits:
- Deloitte Australia found an 80% uplift in business performance when employees felt included and believed their organization was committed to diversity.
- Gartner reported that:
- In 2022, it’s projected that 75% of organizations with decision-making teams “reflecting a diverse and inclusive culture will exceed their financial targets.”
- “Gender-diverse and inclusive teams outperformed gender-homogeneous, less inclusive teams by 50%, on average.”
- Glassdoor reported that 76% of job-seekers say diversity is an important factor for them in evaluating organizations and job offers.
- Forbes reported that during the “Great Recession” of 2009, while so many companies suffered significant losses, those “that remained highly diverse and inclusive” experienced stock performance gains of over 14%.
- McKinsey reported that companies in the top quarter for racial and ethinic diversity were 35% more likely to have higher financial returns than other companies.
Further, if you don’t believe that inclusivity is an issue for your organization, it’s worth noting that Deloitte University found that approximately 75% of all employees engage in “covering” at work, meaning they actively and intentionally strive to cover or hide aspects of themselves that may be seen as different and a barrier to fitting into the existing corporate culture.
When people feel the need to cover up a part of who they are, they don’t feel included, they don’t feel psychologically safe, they hesitate to bring forward anything that might set them apart, and they certainly cannot bring their full energy and brilliance to the work that they do.
I generally encourage people to avoid assumptions. But, if we’re to make any assumptions at all, assume that this is already impacting your team and organization, and assume that you can take an active role in shifting that.
If you would like guidance in developing inclusive leadership within yourself, your team or organization, I invite you to connect with me.
Key Takeaways:
- Raw and honest self-awareness, paired with unconditional responsibility, is foundational to inclusive leadership.
- The systems and “ways of being/doing” in place today are rooted in discrimination and exclusivity. Assume they are problematic, assume they can be changed, and assume that you can play a role in that change as a leader.
- Curiosity, paired with integrity (a commitment to ‘walking your talk’), is a powerful agent of change. Lean into it.
How Do You Communicate with C-Level Executives?
/in Leadership/by melissadawn
How Do You Communicate with C-Level Executives?
Let me ask you… how would you approach a meeting with a high-level executive?
As a leadership coach, I’m sometimes asked if I communicate the same way with different people across all levels of an organization, especially in terms of top management communication. Essentially, should we speak with executives and senior leaders the same way we speak with colleagues?
It’s a great question, and the answer is both yes, and no.
Yes, because humanity is the heart of all communication, and we connect best with each other on that level. No, because top executives often work at a different pace and level of responsibility. For interactions to go well, it’s key to be aware of those differences, and to create ways to work with them.
If you’ve ever met directly with a C-level executive (“C” as in CEO, CFO, CTO, CXO, etc.), you know there’s a different vibe than in other types of meetings. Efficiency and directness are expected, and time wasting is not an option. It can be a jarring experience if you aren’t used to it, but with guidance and preparation, communicating with C-level executives and senior management, can start to feel a lot more human and accessible.
Meeting with upper levels of leadership can be a meaningful opportunity. Even if you aren’t interested in climbing the ladder (which is perfectly ok as there are so many ways to grow and expand your life beyond your career), it can still be an opportunity to bring new perspectives into your field of vision, and expand your experience of this area of your life.
One thing to be aware of is that an exec’s time and attention are at a premium. This isn’t because they’re not interested in getting to know the people who keep their organization running. In fact, many of the executives I work with really do want to connect with everyone, but their schedules don’t make that possible. Remember that execs aren’t only accountable for corporate success, but also for dozens – sometimes hundreds or even thousands – of people’s job security, as well as workplace safety, ensuring an inclusive environment, and much more. It can be a heavy weight that consumes a lot of time, focus and energy. That “different vibe” I mentioned earlier often stems from this pressure.
If that has you feeling intimidated, don’t worry. You’re not alone! How to communicate with executives is not just a question I get from clients, it’s a common discussion topic at professional events and conferences, and even among the high level leadership teams I’ve worked with!
In this article, we’ll explore:
- The number 1 mindset shift for communicating with executives
- 8 tips for executive communication
- How to prepare for a meeting with senior management
The Number 1 Mindset Shift for Communicating with Executives
This may seem like a simple shift, but I want you to remember that execs are human.
Yes, that’s the shift! This shift will help put you at ease, but also empower you to better connect with executives and upper management.
What does it really mean to accept senior management as human? It means realizing that the very human worries, anxieties, struggles and even embarrassments that everyone else deals with in life… execs also deal with.
They aren’t some higher level of being that never messes up. They’re just people. They have laundry that needs doing. Dentist appointments to make. Lifestyle goals they struggle to reach. Cluttered closets they hope no one sees. In-laws that drive them crazy. Kids to take care of. Pants that no longer fit. Abandoned hobbies. Guilty pleasures. Bad habits. Stress. Simple joys. They’re. Just. People.
When I first started working with C-level clients, I admit that I felt intimidated. However, I quickly realized that, not only did they have as many fears as anyone else, but that they also felt more isolated and in need of more support. In fact, they tend to be the clients who struggle most with their Saboteurs!
Because of that, it really is ok to let your masks drop. Let your weird out! Yes, communicating with them is a bit different because of their role, but you don’t need to perform to some unattainable standard. Really and truly be yourself. Your best and most polished self, but yourself.

8 Tips for Executive Communication
1. Get yourself in the right mindset.
Your mindset is your foundation for everything that follows. It’s about setting your intention with clarity, and stepping fully into self leadership.
Make a plan for whatever you need to do in order to show up with clarity and confidence. Maybe you do best after you meditate, take a walk, practice grounding, practice breathing exercises, read inspirational quotes or passages, go through a favorite yoga flow, spend time in visualization, or listen to music. Decide ahead of time what you need and book that activity into your schedule, immediately before your meeting.
By starting with your mindset, and being intentional and almost ritualistic in taking control of it, you’re able to show up as your best and most authentic self, and to lead yourself from your heart. You’ll feel more at ease and that will come across in how you speak and carry yourself. Yes, you need to get to the point of the meeting, but equally important is to create a point of connection – with yourself, and with the people/person you’re meeting. Entering the meeting with a clear, confident mindset will allow you to do that.
2. Begin with the purpose.
Get clear on your vision and set the intention to enroll them into it!
What is the end goal of the meeting? What do you want to achieve? When I think about how to deal with senior management and executives, I start with what’s important to people in their position. Getting things done is often at the top of their list. If you just say you want to discuss ideas, that can come across as low priority. Not because your ideas don’t have value, but because execs are often under pressure to make things happen.
Instead, opt for definitive statements, such as, “As my goal today, I would like to see if we can agree to our next steps,” or “I would like to determine a solution for our staffing issue,” or “My hope is to get final sign off on this budget today.”
If your intention really is to discuss or brainstorm, include the ‘why’; the purpose. That might sound like, “I would like to get clarity on some issues today so that I can make a firm decision about the future,” or “I have an idea I want to discuss so that I can either begin putting things in motion, or go back to the drawing board.”
Making things happen matters to executives, and it will reflect well on you if you share that priority.

3. Get to the point.
You’ve stated your purpose, now get to the heart of the matter. What’s your bottom line?
Your bottom line may sound like, “With our current staff, the deadline for this project will mean significant overtime. We made overtime demands for the previous project and I strongly believe that if we repeat that, it will have a negative impact on the organization.” Or it may sound like, “We’re all aware of how the economy has shifted in recent years. As a result, this budget proposal is larger than in past years. Let’s start with what’s changed and why.”
Don’t shy away from difficult issues, or pussyfoot around bad news. No one likes to hear – or deliver – bad news, but a strong leader appreciates honesty and the efficiency of getting it out in the open. Transparency builds trust. Be courageous, confident and clear.
4. Provide structure.
One of the biggest challenges executives face is that they have to quickly switch topics throughout the day. And almost every topic will be urgent, high priority, or both. It’s enough to make anyone’s head spin. Remember that mindset shift: they’re human.
Providing structure to your discussion will help them quickly wrap their head around the key points of the issue. If you are giving a presentation, quickly and succinctly state the 3 points you will be discussing (or whatever number, but there’s a reason 3 is referred to as the “magic” number). Along with courage and confidence, I coach clients to always go in with compassion as well. A well-structured, easy to follow presentation is an act of compassion.
If it’s a more informal meeting, you can simply state the points you want to cover. Better yet, have them written on a notepad in front of you so you don’t stumble, and you show how prepared you are. Be sure to make this brief.

5. Include metrics.
Metrics, stats and data are the “hard evidence” of presenting your case or idea. Executives know that the impacts of their decisions can be far reaching, and they don’t take that lightly. When you have metrics to back up your ideas or concerns, you’re showing that you take this seriously, and you’re providing important context to help execs make decisions.
Ideally, your metrics will show a direct link to organizational performance. For example, you may be able to show that while the initial cost of switching suppliers will be higher, the long term savings will be greater. You may be able to show overall dips in productivity or quality when project timelines are tight, or how certain sales initiatives are not having a high enough impact.
If your metrics are not a direct link, make sure they are powerful and come from credible sources. Let’s say you want the company to consider more remote-work opportunities, but there are no internal metrics available to back up your idea. In that case, you may look for research on employee engagement and productivity, as well as organizational cost-savings in terms of remote work. Ensure your sources are respected and credible, and that the details of any studies can be applicable to your organization as well.
6. Align everything with corporate objectives and values… as well as your own.
Senior level managers, leaders and execs are already doing this, every day. It’s usually the single biggest influence on their decisions – does this align with our objectives?
If what you’re presenting isn’t clearly aligned with those goals, you’re very likely to get a ‘no’. Sometimes that ‘no’ comes as something like, “Interesting idea. Let’s circle back next year/quarter.” Either way, it won’t be a priority.
It may be possible that your idea should become part of the corporate objectives. If this is what you believe, then this should be your starting point – your bottom line. Be prepared for pushback because, as I said, existing objectives are front of mind for execs. Don’t shy away from it if it’s something you feel strongly about. Just know that it will likely be a harder slog.
Overall corporate objectives should be accessible to all employees. Before even outlining your idea, print out or write down these objectives and see how your idea aligns. If it doesn’t, it’s time to go back to the drawing board (and/or ask yourself some deep dive questions around your purpose and ikigai, especially if you feel strongly about your idea).
If it does align, great. Make that alignment abundantly clear in how you present and how you answer questions.
In terms of your own objectives and values, ask yourself how this fits in with your big picture vision for yourself. Sometimes, when we want to get ahead in our careers, we forget to ask ourselves if the steps we’re taking actually align with that vision. That can result in taking on projects to be a team player, when those projects actually take us away from what we want. Or going for a promotion we don’t really want, but that does look like “getting ahead”.
Remember, above all, your job is to lead yourself. No one else will do it for you, and no one else can do it as well as you can.
7. Be open – REALLY open – to feedback.
The most important thing with feedback is to practice non-attachment. Non-attachment means not attaching your identity or sense of self-worth to anything outside yourself. This practice empowers you to listen to feedback objectively, and not take criticism personally.
If executives are asking difficult questions, it can feel like you’re under attack. But it’s actually a sign that they’re taking your ideas seriously. It’s their job to dig deep, so if they’re doing that digging, it means they’re engaged. Practicing non-attachment in that moment allows you to respond with greater clarity and confidence, while keeping your sense of self-worth intact.
Non-attachment also empowers you to objectively consider where you may be wrong, or need to reconsider your position. Recognizing that openly is a sign of great maturity, professionalism and willingness to grow.
When you’re truly open to feedback, you open up pathways for co-creation. This is when you both become fully engaged and start working together to design solutions. It becomes not just about the task at hand, but also an opportunity to build a relationship. When you’re fully open to feedback – open to your idea being a work in progress – great things happen. Sure, it may result in you going back to the drawing board, but part of that result is that you’ve had a co-creative interaction with high level leadership, and that leaves a powerful impression.

8. Close with your ask.
You’re meeting with this particular executive/senior manager/leadership team for a reason. What is it, specifically, you want from them? This is so important. Many of us freeze at this point. We’re afraid to make demands. But, if we don’t ask, we can’t move forward.
Your “ask” may sound like, “Given that information, do you feel open to approving the hiring of two additional staff members?” or “Personally, I’m leaning toward option 2 because of the cost metrics. Are you open to signing off on that?” or “I understand there are factors for you to consider. Would it be possible to make a decision for Friday?”
How to Prepare for a Meeting with Senior Management
When meeting with execs – or anyone with a busy or stressful schedule – brevity matters. However, you also need to get your core idea across. Preparing for that – ensuring you are using the right words in the right way, and ONLY the right words – takes time.
It also takes time and preparation to get yourself at ease for a group or one-on-one with senior leadership. Feeling at ease is more than building confidence. It’s also about the ability to feel at peace in your body, and with your voice.
The good news is, putting in the work to achieve brevity, helps you get confident with your subject matter.
For a deep dive into giving presentations (which can also help with informal meetings), this article on preparing and delivering great presentations will help.
Beyond that resource, here are a few tips to help you prepare:
- Ask yourself, “What is most important here?”
- Determine the influence you want to have.
- Write down everything you want to say, then edit. Mercilessly.
- Practice what you’re going to say, out loud.
- Practice messing up. Yes, you read that right! When you make a mistake in practice, resist the urge to start over; the need to be perfect. Instead, try dancing it the moment; seize the opportunity to embrace professional vulnerability and create something wonderful. This will also help with the fear of messing up, so that you don’t freeze if it happens “live”.
- Practice even more with people you trust (including the messing up part).
- Ask a trusted friend, colleague or coach to play the role of the executive and ask you some difficult questions.
- Consider your BATNA to empower you to stay focused during a discussion.
- If you struggle with imposter syndrome, consider how your workplace may contribute to that, and prepare yourself. You may want to run through some scenarios you may encounter and decide how you will respond.
- Explore your own mental models and those of the people you’re meeting with to help you uncover potential blindspots, or alternative pathways.
- If you freeze up or are turned down, ask “What else is possible here?” to open up more possibilities and co-creation.
- Take unconditional responsibility for your approach and response.
- Let go of the outcome. The only things you can control are your approach and response (see point above). If you get sucked into worry about the outcome, you aren’t putting the full force of your energy into bringing your best self forward.
- Practice some more.
It’s true that we live in a world of outdated social structures, limiting beliefs, and toxic behaviors. All of that can make effective communication feel daunting. However, it’s also true that we live in a world where those things are shifting, and better ways of being are coming forward. And it’s true that each of us has a hand in creating a better world by bringing our best and most unique selves forward. Keep going back to that one, simple mindset shift. Executives are human. And so are you! You’re in different roles, but both equally worthy of being heard, respected and appreciated.
If you would like guidance – for yourself or your team – in strengthening your communication skills, and practicing more conscious leadership, I invite you to connect with me.
Unconditional Responsibility
/in Leadership/by melissadawnWhat is Unconditional Responsibility?
Let me ask you… If I suggest taking unconditional responsibility in all aspects of your life, what thoughts and feelings come up for you?
Many of us get defensive at this idea. Sure, we’re responsible for plenty of things. But… unconditionally responsible? No way! What about other people? World events? Traffic? The weather? Viruses?
That’s a completely understandable and human reaction. And, I’m not suggesting you take responsibility for any of that. I am suggesting you accept unconditional responsibility for your response and intention, in every situation.
In this article, we’ll explore what unconditional responsibility in leadership and life actually looks like, including:
- What is unconditional responsibility?
- Victim and rescuer modes as safety nets
- The 6 principles of unconditional responsibility
- Unconditional responsibility in business
- What do you gain by taking unconditional responsibility?
What is Unconditional Responsibility?
Unconditional responsibility means choosing to be a player rather than a victim (or rescuer or persecutor). It means getting yourself firmly in the CEO seat of your own life.
For many of us, the line between responsibility and blame has become skewed. It’s either the way we were raised, the type of work environments we’ve been exposed to, or both. When we’re said to be responsible for something, the underlying meaning is that we are at fault. We are to blame if, and when, things go wrong.
I want you to throw that definition out the window. It serves no one; least of all you.
Seriously. Visualize yourself throwing it out. Write it down on paper and slam dunk it into a recycling bin. Burn it if it feels right.
The idea that responsibility means you are at fault for things outside your control is, frankly, BS.
So… What does unconditional responsibility actually mean?
It means taking 100% responsibility for:
- Your intentions
- What you say and do
- How you respond to what others say and do
- How you respond to circumstances around you
Sounds simple, but not always easy to put into practice.
Let’s look at an example:
Imagine a leader of a sales team. The team had a sales target for the quarter, and the target was missed. Everybody worked hard, but a lot of things happened during the quarter that impacted the team’s ability to succeed.
In a victim mindset (i.e. not practicing unconditional responsibility) our leader might respond like this:
I tried, but it was out of my hands. There were huge changes in the market, many of our repeat clients made cutbacks, one of our best sales reps went on sick leave… How could I be expected to meet targets under those circumstances??
All of those circumstances may be true, but by taking a victim stance, no one is able to move forward. Our leader is stuck on what they can’t control instead of looking for opportunities to take control.
In a player mindset, taking unconditional responsibility as a conscious leader, our leader would look for the “fertilizer” in the situation; for how they could use it to grow and move forward. They would also practice self-compassion, recognizing that missteps are simply human. That might sound like:
There were 3 major setbacks this quarter. The market shifted, repeat customers made cutbacks, and one of our best reps went on sick leave. Those circumstances were out of my control, but based on what I’ve learned since, I can see some opportunities that I would seize on in this type of situation. For starters, I would direct resources to market analysis, or look into hiring an outside team for guidance on the market shifts. That may help with any loss of customers as well. I would also look into other financing options to retain customers. Regarding the loss of a sales rep, I would step in to fill that gap myself, or seek support from another team. I would raise these issues earlier, so that even if our target still isn’t achievable, there will be advance notice.
In that second scenario, our leader is working to focus on what is within their control to take unconditional responsibility for their response to what comes up. There’s no sense in taking the blame for what the Universe throws at us. We have no control over that! The responsibility falls on our response, and we have to seize that. Unconditionally.
Victim and Rescuer Modes as Safety Nets
Players focus on what they can control. Someone caught in victim mode only pays attention to what they can’t control. Someone in rescue mode only pays attention to how they are “needed” by others.
The Covid pandemic is rife with examples of this. None of us had any control over the virus or what came with it: the economic crash, mask mandates, curfews, service shutdowns, job losses, and so much more. On top of that, a war has broken out, the ongoing assault on body autonomy has heightened, new viral outbreaks are popping up… So much is constantly happening outside our control. There’s no shame in wanting to throw up your hands and say, “I’m out. I can’t do this anymore.”
In Conscious Business, Kofman explores the “benefits” of victimhood and how sliding into the role of victim protects us from blame, and protects our image. As a corporate and leadership coach, I’ve come across this tendency a few times. And I get it. Many corporate cultures actually cultivate victimhood by making it unsafe to make mistakes or speak up. It is definitely harder (though not impossible) to step into a player role in that type of environment.
But, there’s another “benefit” I’ve been seeing more and more. Victimhood can also feel like a soft landing for people who are exhausted by the state of the world. They’re burnt out by the constant stream of awful news and giving into victimhood lets them put down that horrible weight.
For those who slide into the role of rescuer, focusing outwardly can bring a false sense of control and protect them from having to face their inner fears and worries.
This is so deeply human. When we’re physically, emotionally, mentally, spiritually exhausted, these safety nets can feel like the perfect place to rest.
However, those safety nets erode our well-being over time, and put us at greater risk of burnout (or going even deeper into burnout if we’re already there).
Unconditional responsibility is a form of self care. It’s a practice that keeps you focused on your purpose, values and path, so that you don’t get sucked into the chaos and uncertainty of the external world.
The 6 Principles of Unconditional Responsibility
You must take 100% responsibility for:
- Your well-being.
It all starts with you. Yes, that means taking full responsibility for your intentions and responses. It also means you have a responsibility to take care of yourself! Ask yourself what you need in the moment. What is your body telling you? What thoughts and feelings are coming up for you? Are you getting enough sleep? Eating well? Taking ownership of your time? Advocating for yourself? Taking care of all areas of your life?
When you lead others, it is SO important to put your well-being first. It’s putting on your own oxygen mask, filling your own cup, or whatever analogy resonates with you. You have a responsibility – unconditionally – to ensure your energy stores are adequately protected and replenished. - Your intentions.
When you are clear on your intentions – what you want to create – each step you take will be aligned with your greatest good.
Ask yourself, “What is my intention?” Consider your big picture vision and core values. Ask yourself what steps you can take, in the current circumstances, that are aligned with your values and bring you closer to that vision.
As you move forward and encounter more external circumstances, keep turning back to your inner intentions for guidance. Keep asking, “What is my intention and how do I bring that forward?”
- Your response.
You may have heard of the “Yes, and” improv technique. Whatever comes up during a scene, actors have to say yes to it, and decide what comes next in order to keep things moving.
When a challenge arises, we can fight against it, run from it, or create from it by saying “Yes, and…” Acknowledge the challenge. Accept what is. That’s the “yes.” Your “and” is how you choose to respond; how you choose to keep the show going.
This could sound like, “Yes, there have been market shifts, and here are the avenues we can explore to mitigate that.” “Yes, we’ve lost a team member, and we still have a team of amazing people who can step up, and can call on external support so our team doesn’t burn out.” “Yes, some of our customers made cutbacks, and we can get creative in keeping them on board.”
Accept what is and take full responsibility for what you do next.
Your understanding of responsibility.
It’s really common to equate responsibility with blame. Take responsibility for shifting that within yourself. A great way is to reframe it as “response-ability”.
The heart of unconditional responsibility is that you always have the ability to respond in your own way. It’s one of the few things that’s always within your control, but you have to make the conscious choice to embrace it.
Shifting your understanding in this way can be especially helpful if you – and/or the people you lead – find the idea of responsibility brings up feelings of guilt, shame or defensiveness. By reframing it as response-ability, you can bypass those limiting and totally unhelpful concepts, and redirect the full strength of your energy to where you can have the most impact: your ability to respond.
- Your self-worth.
You cannot tie your self-worth to outcomes. This is what keeps people stuck in the status quo. They think about what might happen, what others might think or say, and they feel their self-worth diminish. They freeze and do nothing, or stick to “how it’s always been done.”
It would be great if everyone in the world stopped tying worth to outcomes. If they valued the whole person simply for being human. If we all understood that worth is inherent and can’t be taken away.
Until that time comes – and to do your part in bringing that world forward – you must take unconditional responsibility for your own sense of self-worth.
This can be hard for leaders as we usually are held accountable for outcomes. But, accountability is not the same as worth.
Your worth comes from being human. That’s it. You are worthy of respect and compassion, of being heard, taking up space, making mistakes, working on your growth, asking for help… you are worthy of all of that, regardless of outcomes.
- Your impact.
Impact is deeply tied to intention. You cannot control how other people respond to you, but you are responsible for the impact of your intentions and your mistakes.
If you give into a moment of anger and speak sharply to someone, they aren’t going to be happy about it. They may respond with anger, or hurt, or maybe with neutrality, but from that point on, they no longer trust you, engage with you, or seek to work with you. You are responsible for the intention you brought to that interaction, and you are responsible for repairing the impact.
Let’s say you had great intentions going into a sales meeting, but you unknowingly said the wrong thing and the deal fell through. You are responsible for understanding how the mistake happened, what you can do differently in the future, and determining what you do next.
Unconditional Responsibility in Business

The leaders with the most positive influence in the business world never say “that’s not my job.” Nor do they take on the burden of things they can’t control. They understand that both approaches are just two sides of the same coin. Both will lead to unhappiness, disengagement, and ineffectiveness.
Instead, they fully embrace the concept of unconditional response-ability.
As a leadership skill, this matters both internally and externally. It matters to employees and team members to see leaders stepping into response-ability, just as it matters to customers and clients.
Ask yourself how your organization has stepped into response-ability over the past 2+ years of upheaval. What has the experience been for employees? What have your customers seen? What can you carry forward and what can you improve?
What Do You Gain by Taking Unconditional Responsibility?
When you embrace this concept, you set yourself up firmly as the CEO of your life. You make the conscious choice to take charge of how your story unfolds, instead of letting yourself get swept along in the chaos and unpredictability of the world around you. It means choosing to create YOUR world, the way YOU want it. As a leader, it also empowers you to show up with true conscious leadership, which builds trust and has a positive impact on everyone around you.
In this way, you will…
- Feel a sense of ownership in your life and work
- Feel more connected to the world around you
- Feel more at ease in the world
- Have greater clarity in making decisions
- Be able to determine your next steps more efficiently
- Be able to negotiate more effectively
- Develop greater self-management
- Cultivate interpersonal relationships built on trust, respect and a mutual desire to see each other succeed
- Lead others with confidence, compassion and positive influence
- Be able to set better goals with actionable steps
Unconditional responsibility is a practice that can carry us through even the most difficult times, and propel us forward in times of relative calm. It’s about taking full ownership of your life, which only you can truly do.
If you would like guidance and support, for yourself or team, in embracing unconditional responsibility, I invite you to connect with me.
Le triangle de l’impuissance
/in Leadership/by melissadawnDites-moi….savez vous ce qu’est la désautonomisation?
Ce mot, qui est parfois utilisé en alternance avec les mots “impuissance” ou “déresponsabilisation” pour traduire le mot “disempowerment” en anglais, signifie rendre quelqu’un moins autonome et donc moins apte à réussir.
Dans le monde, il y a d’innombrables exemples de désautonimsation et nous sommes nombreux à nous indigner face à ces situations et à proclamer “Ce n’est pas juste. Cela doit cesser.”
Ceci dit…êtes-vous en mesure de reconnaître lorsque vous êtes la personne désautonomisée, impuissante? Et qu’en est-il lorsque la personne qui est à l’origine de votre impuissance n’est autre que….. vous-même?
Il y a un mot pour ça – l’auto-sabotage – mais cela a l’air agressif et on a tendance à penser “Je ne me saboterais jamais moi-même – je m’en rendrais compte si je le faisais”.
Mais lorsqu’on regarde la définition suivante qui est un peu moins agressive – “nous rendre moins autonome et donc moins apte à réussir” – et on pense à la manière dont on se parle et comment cela mène à certains choix et comportements, on peut alors voir clairement comment on peut se laisser entraîner dans des situations qui nous rendent impuissants sans même nous en rendre compte.
La difficulté est réelle, mais vos verres de lunettes ne sont pas justes
Le mot “désautonomiser” met le pouvoir là où il se trouve, soit en vous. Si vous pouvez vous désautonomiser, vous pouvez vous autonomiser.
Alors…pourquoi est-ce si difficile? Pourquoi est-ce si difficile de nous donner le pouvoir d’avancer en étant la meilleure version de nous mêmes?

La raison est liée aux habitudes et modèles comportementaux. Les modèles avec lesquels nous avons grandi, les modèles qui nous entourent, les modèles et habitudes que nous avons adopté durant les moments difficiles….les modèles deviennent non seulement nos zones de confort mais aussi les lunettes avec lesquelles nous voyons le monde.
Lorsqu’on vit les mêmes scénarios plusieurs fois, cela forme les lunettes à travers lesquelles nous voyons le monde. “Les choses sont ce qu’elles sont”, croyons-nous. Et c’est bien cela qui nous empêche d’avancer – la croyance qu’ainsi va le monde et on ne peut rien y faire..
En réalité, vous créez votre propre monde, que vous vous donniez le pouvoir de faire marcher les choses pour vous ou que vous vous rendiez impuissant en adoptant la croyance que vous ne pouvez que subir les choses qui vous arrivent.
Le triangle de l’impuissance
Le concept de ce triangle nous a été apporté par le Docteur psychiatre Stephen B. Karpman dans les années 60 sous le nom du “triangle dramatique”, drama triangle en anglais. Le cadre du triangle dramatique a été utilisé pour comprendre bon nombre de dynamiques relationnelles. Dans ma formation de leadership, l’expression anglaise “Triangle of Disempowerment“, qu’on pourrait traduire par “Triangle de désautonomisation” ou “Triangle de l’impuissance” , a été utilisée et c’est la dénomination que je préfère parce qu’elle nous permet de comprendre immédiatement la raison pour laquelle on voudrait éviter d’être pris dans une telle dynamique. Après tout, on pourrait effectivement croire qu’il n y a pas de mal à s’engager dans un peu de drame de temps à autre, mais lorsque vous réalisez à quel point cette dynamique retire l’autorité que vous avez sur votre propre vie, vous êtes plus motivé(e) à reprendre votre pouvoir.
Même si vous n’avez jamais entendu ce terme, le “triangle de la désautonomisation/de l’impuissance” (ou le triangle dramatique – selon votre préférence) est une dynamique extrêmement commune avec laquelle vous êtes probablement déjà familier. Si vous n’êtes pas actuellement pris dans une telle dynamique, il est très probable que vous l’ayez été dans le passé. Cela a certainement été le cas pour moi!
Le triangle de l’impuissance peut être vu comme une histoire qui se déroule autour de 3 personnages principaux:
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La Victime
La Victime pense “Je ne suis pas assez bon(ne) et je ne le serai jamais. Tout est joué d’avance et il n y a rien que j’y puisse faire. Je suis ainsi fait(e) et je ne peux tout simplement pas faire ce que les autres font.”
Avec toutes ces forces incontrôlables contre elle, la Victime se défait de toute responsabilité pour sa vie, et croit que c’est la responsabilité des autres de l’aider car elle est incapable de s’aider elle même. Il n’est pas rare qu’elle critique et blâme les autres en affirmant que son état de victime permanent est la faute de l’enfance et l’éducation qu’elle a eues ou de toute autre force hors de son contrôle et qu’elle n’a pas choisi.
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Le Sauveur
C’est seulement à travers ce qu’il peut faire pour les autres que le Sauveur détient son sens de la vie ainsi que son estime de soi. Il ne voit pas sa valeur en dehors de cela. Souvent, la mentalité du Sauveur le porte à éviter d’assumer la responsabilité de sa propre vie en se déclarant responsable de la croissance ou de la réussite des autres.
Le Sauveur a besoin qu’on ait besoin de lui et il adopte parfois le rôle du martyre, en prétendant qu’il doit se sacrifier pour le bien de ceux qui l’entourent.
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Le Persécuteur
Le Persécuteur pense que le monde est dangereux, que tout le monde manigance contre lui, et qu’il doit rester sur la défensive. Le Persécuteur est souvent agressif et combatif, et pense qu’il doit attaquer en premier pour éviter qu’on ne profite de lui. En créant ainsi une ambiance de guerre, il n’est guère surprenant de constater que le Persécuteur amène les autres à se mettre sur la défensive, et crée ainsi un monde qui correspond à ses croyances.
La plus grande peur du Persécuteur est celle de perdre le contrôle et de devenir une victime.
Ces 3 personnages ont besoin les uns des autres. La Victime a besoin du Sauveur pour la déresponsabiliser et du Persécuteur pour ‘prouver’ qu’elle est perdante d’avance. Le Sauveur a besoin de la Victime pour donner un sens à sa vie et du Persécuteur qui a le rôle du vilain de qui il faut protéger la victime. Le Persécuteur a aussi besoin de la Victime qui devient la “preuve” que le monde est dangereux et que sa plus grande peur est réelle. Il a aussi besoin du Sauveur qui devient la preuve que personne ne l’aidera et qu’il n’a d’autre choix que de défendre son bifteck.
Pensez aux comtes de fée classiques. Il y a presque toujours une jeune femme en détresse qui est victimisée par le vilain et qui doit être sauvée par le prince. Il s’agit d’une histoire qui nous est tellement familière que nous la reproduisons maintes et maintes fois dans notre vie (bien que dans la vie réelle, les personnages peuvent être indistinctement des hommes ou des femmes).
Être coincé(e)s dans le triangle
Pensez au triangle des Bermudes – des navigateurs experts qui sont pris dans le chaos, incapable de trouver la voie de sortie.

Être coincé(e) veut dire être pris dans des dynamiques ou des histoires répétitives qui se reproduisent sans fin. La personne coincée a du mal à trouver une voie de sortie et n’est souvent même pas consciente de la manière dont elle a créé la situation où elle se trouve, un peu comme un(e) pilote perdu(e) qui ne se rend pas compte qu’il/elle tourne en rond.
Il y a plusieurs manières dont on peut se retrouver coincés dans la vie – différents modèles de comportements ou croyances qui nous font sentir qu’on ne peut pas avancer. Le triangle de l’impuissance ou le triangle dramatique n’est pas la seule manière dont on peut se retrouver coincés, mais c’est une manière extrêmement commune.
Voilà à quoi ressemble l’immobilisation dans le triangle:
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La Victime
La Victime se dit qu’elle est incapable de dépasser les obstacles. Pourtant….la vie est pleine d’obstacles! Avec la pensée dominante “Je ne peux pas”, la Victime ne fait autre que rencontrer des obstacles dans la vie, ce qui “prouve” qu’elle a raison. Toute personne qui aide la Victime prouve à cette dernière qu’elle est incapable de s’aider elle-même. Toute personne qui n’aide pas la Victime prouve à cette dernière qu’elle a le monde contre elle. Elle est coincée.
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Le Sauveur
Le Sauveur est généralement une personne proche de la Victime – un(e) ami(e), un(e) membre de la famille, un(e) conjoint(e), un(e) enfant adulte, etc. Les besoins incessants de la Victime et sa prétendue incapacité de se prendre en charge renforcent l’histoire du Sauveur qu’on a besoin de lui et qu’il ne peut prioriser ses propres besoins ou désirs car les besoins de la Victime sont plus importants que les siens. Il est coincé.
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Le Persécuteur
Le Persécuteur est pris dans l’histoire que tout le monde est contre lui, il est donc toujours prêt à la bagarre. Face à cette approche agressive, les autres se défendent agressivement aussi ou quittent les lieux, et prouvent ainsi au Persécuteur que le monde est ainsi fait. Les gens vont soit l’éviter en courant ou l’attaquer, il doit donc être prêt. Il est coincé.
Voici un fait important: Ce que vous présentez au monde renforce l’histoire que vous vous racontez. C’est ainsi qu’on est immobilisés et qu’on crée notre propre monde.
Cette vérité est très libératrice. Lorsque vous reconnaissez la dynamique ou l’histoire dans laquelle vous êtes coincé(e), vous pouvez aussi reconnaître la manière dont vous l’avez créée. Et si vous avez créé la situation dans laquelle vous vous trouvez, vous pouvez vous créer toute autre chose en vous racontant une autre histoire.
Que vous soyez coincé(e) dans ce triangle ou coincé(e) d’une toute autre manière, la clé de la sortie réside dans votre prise de conscience des dynamiques qui vous gardent dans l’impuissance; c’est ce qui vous permettra ensuite de faire des choix différents. Des choix éclairés et habilitants. Des choix louables.
Le sentiment de valeur personnelle et la libération
Vous libérer commence par assumer à 100% la responsabilité de votre monde.
Pas DU monde. Bien entendu il y a des choses dans le monde que vous ne pouvez contrôler. Je parle ici de VOTRE monde. Votre façon de pensée, votre attitude; vos croyances, votre leadership intérieur, vos choix, vos comportements….tout ce qui constitue votre monde et dont vous avez le contrôle.
Quand vous comprendrez bien cela vous pourrez briser les patterns de l’impuissance et vous donner du pouvoir.
Revenons à l’exemple de notre pilote. Coincé dans le triangle des Bermudes, en manque de clarté et de conscience, notre pilote impuissant ne fait que tourner en rond. Si on sort du triangle, bien entendu il y aura toujours des obstacles mais les pilotes sont alors en mesure de visualiser les moyens de les surmonter. Ils font des choix avec leur destination en tête. Cette clarté leur procure l’habileté et la capacité d’aller où ils désirent.
Dans la vie, sortir du triangle de l’Impuissance revient à reconnaître vos habitudes malsaines qui vous empêchent d’avancer, reconnaître votre responsabilité les concernant, et réaliser que vous méritez d’aller de l’avant. Cela revient à reconnaître que l’histoire que vous vous racontez (ou que les autres vous racontent) n’est autre ….qu’une histoire.
La Victime, le Sauveur et le Persécuteur ont cela en commun qu’ils acquièrent le sens de leur valeur personnelle de l’extérieur. Mais le sens de votre valeur personnelle s’acquiert de l’intérieur. Il est enraciné dans votre humanité, vos forces, vos passions, votre mission de vie, et se développe lorsque vous honorez votre moi véritable et vous choisissez d’être l’auteur de votre propre histoire.
Détenir votre sentiment de valeur personnelle de l’extérieur est un choix qui vous rend impuissant. Cela met le pouvoir dans les mains d’autres personnes. Lorsque vous vous trouvez dans le triangle, ce sont les comportements des autres et leurs choix qui déterminent le sens de votre valeur personnelle.
Mais il est tout aussi possible de reprendre son pouvoir des mains des autres que de le donner. Ce choix vous appartient et vous a toujours appartenu. Récupérer le sentiment de votre valeur personnelle vous redonne du pouvoir. C’est un choix qui vous libère.
Mon histoire
En parcourant mon passé, je peux clairement voir plusieurs occasions où j’étais coincée dans le triangle de l’impuissance. Toutefois, aujourd’hui, c’est une expérience récente qui me vient à l’esprit en relation au triangle.
Avant le Covid, j’avais prévu de participer à une méditation guidée.Il s’agissait d’un événement présentiel en groupe dans un endroit retiré. Suite à une série d’incidents hors de mon contrôle, j’ai fini par arriver en retard et tout agitée. La shaman – qui est aussi une amie et une guide – m’a accueilli en faisant des observations qui m’ont semblé être des réprimandes.
Après la méditation, bien que je me sentais régénérée et revigorée, les sentiments négatifs issus de cet échange continuaient à m’embêter. J’ai donc décidé de lui en parler. Il s’est alors avéré qu’elle n’avait nullement l’intention de me réprimander, et que ses mots exprimaient plutôt son inquiétude et sa préoccupation à mon égard puisqu’elle savait que j’avais dû conduire dans des routes enneigées dangereuses pour arriver à destination.
Eh bien dites donc! J’ai réalisé que je m’étais laissée aller dans mon ancienne histoire de victime. Toutefois, cette fois-ci, j’ai fait le choix courageux d’en parler avec la personne concernée. Si cela m’était arrivé il y a des années, je me serais tue, afin de préserver la paix et ne pas paraître “difficile”.
J’aurais privilégié le fait d’être vue comme une personne de valeur au lieu de me faire valoir.
Cette fois-ci, après avoir fait le travail nécessaire pour retrouver mon sentiment de valeur personnelle et assumer la responsabilité complète de ma vie, j’ai fait le choix de briser mes vieilles habitudes en me faisant valoir avec courage et en faisant face au conflit avec curiosité. Quelle différence! Quel cheminement!
Parvenir à l’estime de soi et acquérir le sentiment de valeur personnelle
Lorsqu’une situation se présente où vous adopteriez normalement un des trois rôles du triangle, prenez un moment pour être présent en vous même – si ce n’est que 5 secondes – et posez vous la question, “Qu’est ce qui m’intéresse plus, que je sois PERÇU(E) comme une personne valable ou que je SOIS une personne valable?”.
La vérité est que personne ne peut vous donner votre sentiment de valeur personnelle. Personne ne peut combler ce vide pour vous – ni les autres, ni l’argent, ni vos titres de fonction…..et personne ne peut vous retirer votre sentiment de valeur personnelle.
- Vous êtes valable, exactement comme vous êtes.
- Vous méritez et vous êtes capable de travailler sur vous même.
- Vous méritez et vous êtes capable de poser des actions.
- Vous méritez et vous êtes capable de changer.
Vous méritez de recevoir de l’aide, du soutien, et d’être guidé(e) et accompagné(e) pendant votre guérison, ET vous devez aussi prendre en charge votre cheminement.
Vous sortez du triangle lorsque vous vous prenez en charge. Et vous méritez celà également et vous en êtes capable.
Engagez-vous à devenir l’auteur de votre vie en changeant l’histoire que vous vous racontez. Faites le avec intention et répétition, en intégrant votre nouvelle histoire, une histoire de responsabilisation personnelle où vous êtes chaque jour un peu plus vous même, où vous nouez des liens sains aussi bien avec vous mêmes qu’avec les autres, et où vous vous construisez une vie joyeuse et épanouissante. Dans votre nouvelle histoire, soyez le héros. Le héros est très différent du sauveur. Le Sauveur dépend de l’existence d’une victime et d’un persécuteur pour accomplir sa mission. Le Héros ou l’Héroïne dépend de lui-même/elle-même pour accomplir sa mission, et choisit la destination de sa propre histoire.
Le livre du Héros
Imaginez que vous êtes né(e) avec deux livres. Dans un livre il y a tout ce que vous ne pouvez pas contrôler et ce que vous ne contrôlerez pas. Cela raconte l’histoire d’où et quand vous êtes né(e), votre famille d’origine, votre composition génétique, les choses qui se passeront autour de vous, etc. Vous ne contrôlez rien dans cette histoire; c’est une histoire qui se déroule comme elle doit se dérouler pendant votre vie.

Le deuxième livre est l’histoire du Héros. Ce livre est un livre vierge au début car vous êtes chargé(e) de rédiger le contenu. Au cours de votre vie, ce livre se remplit petit à petit de choses que vous pouvez contrôler. Cela raconte l’histoire de tout ce que vous réalisez avec le contenu du premier livre – comment vous répondez, les choix que vous faites, les relations que vous cultivez, vos comportements, les valeurs dont vous faites preuve. Vous êtes quotidiennement l’auteur de ce livre, que vous en soyez conscient(e) ou pas. Et ce qui est le plus important c’est que vous êtes en mesure de changer le cours de l’histoire à n’importe quel moment.
Si, jusqu’à présent, vous vous racontiez une histoire d’impuissance, commencez à raconter une nouvelle histoire.
Voici 4 étapes pour commencer à vous raconter une nouvelle histoire et vous libérer:
- Repérez une histoire limitante que vous vous racontez
- écrivez une nouvelle histoire sur le même sujet où vous avez le pouvoir
- Trouvez ou créez des affirmations qui renforcent cette histoire
- Consacrez une minute par jour à faire quelques respirations profondes, suivies par ces affirmations et accueillez cette énergie là comme si elle faisait déjà partie de votre vie.
A l’avenir, et au fur et à mesure que l’histoire du premier livre se déroule, posez-vous les questions suivantes “Comment est ce que cette histoire peut en devenir une où j’ai le pouvoir? Comment puis-je devenir mon propre Héros/la propre Héroïne en ce moment?”
Au cas où vous aimeriez avoir de l’aide, du soutien et des conseils avisés pour vous libérer et briser vos propres cycles d’impuissance en vous connectant à votre leader intérieur, je vous invite à me contacter.
Guilt as a Saboteur
/in Blog, Get Out Of Your Comfort Zone, Life Coaching, Uncategorized/by Melissa DawnTell me… What role does guilt play in your life?
I need to make a confession. I only recently realized that guilt was one of my biggest Saboteurs. I knew I had trouble with guilt sometimes, but I didn’t realize that guilt was driving so much of my decision making until a recent session with an energy healer, Marie Danielle Boyer. I couldn’t believe it. After years of coaching, even more years of personal growth, I found myself asking, “How do I stop constant feelings of guilt?”
For me, guilt was cropping up most when it came to making decisions around people close to me. I grew up as the oldest child in my family. I was expected to set an example for my younger siblings and to think about other people before considering my own needs. It was ingrained in me that my choices impacted others and that I was responsible for what they did as a result. If a younger sibling misbehaved, it was my fault because I must have failed to set the right example. As a result, I felt a lot of anxiety around making decisions. I worried constantly that I wasn’t good enough and that I was letting my family down.
When I first began coaching, I would book client sessions at all times of the day. If a client was only available in the evenings, I felt it was my responsibility to put their needs first and create time for them, regardless of my own needs. I felt so guilty at the idea of not meeting their needs, that I completely neglected my own well-being. Sure enough, I burnt out. Hard. Even my physical health was struggling.
That burnout was one of my first red flags (truthfully, first one that I noticed) that guilt was playing a big role in my decision making. I realized I had to prioritize my health and well-being, get clear on my boundaries, and establish a solid schedule. One that included flexibility, but also effectively guarded the personal time I needed to care for myself and my life outside of work. After all, there was no way I could support my clients if I continued to cycle through burnout after burnout!
This realization helped me create balance in my life, but the guilt was still holding on.
For years, I had wanted to attend a particular leadership conference. Year after year, I put it off. Going would mean leaving my son in someone else’s care. That worried me endlessly. I cringed at the idea of someone else making his school lunches and them not being healthy enough. Ensuring he ate well felt like such a foundational part of my role as a parent. If he didn’t eat well, that would be my fault. He might feel sick or sluggish, and not be able to focus at school. That would be on me! And what about catching the bus on time? Or washing his school uniforms? It felt like there were a lot of balls in the air, and if any of them dropped, it would be my fault.
I wish I could say that I had a grand realization, but I think I just got tired of guilt running the show. I finally told myself that if I were away for a few days, things would be different for my son, but that would be ok. He would still be safe and loved, and if he missed the bus one day, it wouldn’t be the end of the world. It might even help him develop his independence!
With that, I started to feel fueled by the retreat. I went, learned so much, met great people, and became a better coach as a result of the experience. Yes, my son did have popcorn for supper one day, but he enjoyed it and I got over it :) Little by little, I was learning to let go of guilt.
I’ve since learned of this awesome concept from the author, Nora Roberts, about how to handle the feeling of too many balls in the air. She says the key is to recognize that some of the balls are glass, and some are plastic. The plastic ones can fall and won’t break. You can pick them up later. The glass ones will shatter, so they need to be our priority. My son’s overall diet is a glass ball for me. But his diet for a few days is a plastic one. Not fun to drop, but there’s no guilt in letting it fall if it means keeping a glass ball – like my own health – from shattering.
The thing is, I often guide clients on how to deal with guilt and regret. On an intellectual level, I know how to identify it and work through it. But, on an energetic level, something was clouding my vision. By accepting support from my healer, I was able to broaden my understanding and start taking practical steps to overcome it. We all need help sometimes and that’s nothing to feel guilty about ;)
So… Can I now tell you how to stop feeling guilty? Yes… and no. We can’t control our feelings. We can’t simply turn off the “guilty tap” and stop the flow. Instead, we need to become curious about it, confront our guilt, learn from it, and take control of how we respond to it. With time and intention, the guilt will come up less frequently and have less power when it does.
Though you can never truly stop a feeling from ever happening, you can regulate its impact on your life.
False Guilt vs. Genuine Guilt
The French word for guilt is ‘culpabilite’, which directly translates to ‘culpability’. As I work in both French and English, I come across ‘culpabilite’ often. I like this word because it can really help identify genuine guilt vs. false guilt.
When we think of guilt as culpability, we can understand it as knowing and wanting to harm someone, and doing it anyway. We knew it would cause harm, we wanted to cause harm, we are culpable in the outcome. Often, the things we feel guilty about aren’t actually causing harm, and we certainly aren’t knowing and wanting to cause harm. That’s false guilt. It’s a real feeling – a very real emotional experience – but we aren’t actually guilty or culpable of anything.
When you do or say something to someone else (or yourself), you are responsible (not guilty) for your intentions. You are also responsible (not guilty) for how you respond when someone does or says something to you.
If you knowingly and willingly did something with the intention of causing hurt, then you would probably feel guilty and that would be genuine guilt. You knew it would cause harm, you had the intention to cause harm, and you willfully carried it out. If those three criteria aren’t fulfilled – knowing, wanting and intending – it’s false guilt.
Be aware of your intentions, mindful of your reactions, and take responsibility ONLY for what you are actually responsible for.
Let’s imagine you want to set a boundary with a family member. Imagine this person often brings up things from the past that are hurtful. You want to draw a boundary with them, but feelings of guilt keep coming up and stopping you.
In that situation, ask yourself, “In setting this boundary, is it my intention to cause harm?”
The answer is, most likely, no. Yes, a person’s feelings might be hurt, but that is their responsibility to regulate. You are only responsible for your intentions and how you show up.
Now, maybe it IS your intention to hurt the person. Maybe they’ve caused you hurt, and a part of you wants them to feel hurt as well. This is human! And it’s another reason to be aware of your intentions. What you feed is what grows. It’s normal to want to hurt someone who hurt you. But, acting on that will only grow those negative feelings and bring in more guilt. By being aware of your intentions and conscious of your response, you can make the choice to grow something better within yourself.
If you determine that your intention is not to hurt anyone, and you do your best to set the boundary in a respectful way, you are not guilty, culpable or responsible for the other person’s reaction.
Let’s try a simpler example (boundaries can be an especially complex minefield for guilt). Let’s say you want to start taking some time for yourself. Maybe you want to take a class, pick up a new hobby, spend an evening with friends, or even just have some solo time. You feel guilty because it’s taking time away from your family – possibly even spending money on yourself instead of your kids or something more “worthy”.
Once again, ask yourself, “Is it my intention to cause harm by taking care of myself?”
Is your family actually harmed by losing one hour of your time per week? Is your future actually at risk by diverting some funds to yourself? Is anyone actually suffering by you making yourself a priority?
Once again, the answer is no and it’s false guilt holding you back. A real feeling, but a false interpretation of the facts.
If we’ve done something to hurt another person, guilt comes up to tell us we need to make amends and reevaluate our choices in the future. It’s the “I made a mistake and I feel horrible” feeling. If we’re thinking about doing something to intentionally cause harm, guilt comes up as a warning to consider another path. That’s genuine guilt.
False guilt is when we start feeling guilty for things that aren’t actually harming anyone, that we aren’t responsible for, or that we have no control over.
False Guilt as a Saboteur
Your inner Saboteurs are those voices in your head that try to hold you in your comfort zone. They tend to crop up when you think about trying something new, doing something for yourself, or trying to shift your mindset.
Here is what the guilt Saboteurs might sound like:
- “If I think of myself first, I am selfish.”
- “If I say this, I might lose my job.”
- “I should have…”
- “I shouldn’t have”
- “I did this again…”
- “I did not do this again…”
- “It’s all my fault.”
- “I don’t have enough experience to pursue that goal/charge that amount/share that opinion.”
And guilt Saboteurs are not just voices in your mind. They can also show up as behaviours. Two extremely common ones are over-apologizing and over-justification. If you find yourself apologizing profusely for things in which you did not knowingly, willingly and intentionally cause harm… that’s a guilt Saboteur. If you often feel the need to justify or explain your choices… that’s guilt again.
It’s normal to feel hesitant or uncertain when trying to make changes in your life. But, if thoughts and behaviours like these are consistently holding you in status quo, you’ve got some restless Saboteurs that need to be checked. False guilt can be a big one.
How can we overcome the Saboteurs? To get them under control, I give them personalities. What is a saboteur personality? It’s visualizing your Saboteurs as individual beings. You might give them names and imagine what they look like. It’s really helpful in practicing to separate the Saboteur voices from your inner leader.
To identify your Saboteurs, try thinking about things you’ve been wanting to do or create, then ask yourself, “What is holding me back from taking steps towards that?” Often, it’s feelings that come up – fear, anxiety, worry, shame, anger, hurt or guilt.
These are your Saboteurs. If guilt is one of your biggest, you’re not alone.
What makes guilt a powerful Saboteur? As a Saboteur, guilt is a thief. By holding us back from what we want or what we believe is right, it robs us of our:
- Integrity;
- Confidence;
- Courage;
- Pursuit of purpose;
- Ability to be present;
- Peace of mind;
- Empathy;
- Listening;
- Compassion;
- And much more.
Not only that, guilt often brings friends along for the ride. A common one being a sense of shame. That’s powerful because shame leads to all kinds of harmful beliefs about your worth as a human being.
So… how to deal with guilt in a relationship, a business, a family, a community… ?
Like so many things in life, it comes down to taking ownership for what you can control, and learning to let go of the rest. Easier said than done, right? As a fellow guilt-recoverer, I know the struggle.
Here are 7 things that helped me get a handle on guilt and move forward:
7 Ways To Get Rid Of Guilt & Move On With Your Life
1. Separate the feeling from the facts.
Clients often ask for advice on how to stop feeling guilty. It was one of my first questions too when I realized the weight of guilt in my life. I’ve learned that a key step is to separate the feeling of guilt from the facts of the situation. Ask yourself, “What are the facts, as I know them?” Keep in mind that how another person might feel – even if you believe you know, 100%, how they will feel – is not a fact, for two reasons. First, you can never fully know another person’s inner experience. Secondly, what might happen is a prediction and not a fact. Understanding your mental models, how they create what you know to be true, and how other people’s mental models impact their truth, can help with this step.
Using the earlier example of wanting to set a boundary with a family member, the facts as you know them may simply be that this person has often brought up the topic before, you feel hurt when the topic is brought up, and you want to set a boundary. Those are the facts. You haven’t hurt anyone, you have no intention of hurting anyone, and you cannot predict the outcome.
2. Get clear on your responsibilities.
Continuing with the boundary setting example, what are you actually responsible for in that situation? You are responsible for your intention. They are responsible for their reaction. If the boundary is meant to protect you and your well-being, your intention is good, therefore you are not guilty. The other person might feel upset or hurt, but you are not responsible for that reaction or what they do with those feelings. That is their journey. Oftentimes, feelings of guilt come up when we put our own well-being first. We think (or someone tells us) we’re being selfish. But… What’s so bad about being selfish? There’s a great talk from Esther Hicks that explores this. Around the 2:25 mark she talks about selfishness and what people really mean when they accuse you of it. If this is something you struggle with, I strongly recommend checking it out. In any situation, you are responsible for your intention and how you show up. That means, you are responsible for what you say and do, how you respond to what others say and do, and what your intention is in what you say and do. That’s it.
3. Ask yourself, “Am I intending to…”*
Imagine the worst case scenario, then ask yourself if that is your intention. Often, it’s the worst case scenario that stirs up guilt. You feel guilty about creating some outcome that is entirely theoretical, and that you have no intention of creating. Ask yourself, “Am I intending to cause [worst case scenario]?” If your answer is no, then there’s nothing to feel guilty about. Ultimately, you have no control over the outcome of any decision. You can only control your intentions and how you bring them forward.*There’s an important distinction to make in a world of non-apologies from public figures who say or do offensive or hurtful things. They often use the excuse that it wasn’t their intention to cause offense. A politician making a racist or transphobic comment, a public figure promoting hateful ideals, or even someone who isn’t in the public eye, but is in a position of influence and behaves in an offensive way… they are either choosing ignorance or choosing hate and, therefore, choosing to cause harm, knowing full well the influence they have. This is different from an individual simply trying to advocate for themselves in their own life.
4. Shift out of ‘Victim’ or ‘Rescuer’ mode.
The Triangle of Disempowerment (also known as the Drama Triangle) is an incredibly common phenomenon that I have seen so many clients get caught up in. In the triangle, there are Victims, Rescuers and Persecutors. Each plays a role in keeping a story of disempowerment going. For Victims, the cards are stacked against them, they aren’t good enough, they’ll never be able to have what others have, and none of that is their fault. For Rescuers, others’ needs always come before their own and they just don’t have time for their own needs or interests. For Persecutors, the world is out to get them, so they might as well strike first. Both Victims and Rescuers can struggle with guilt as a Saboteur. Whereas a Rescuer may be driven by guilt to always put others first, a Victim may feel a weight of guilt at always having to be rescued, or not being able to help others. In both of these scenarios, guilt is sapping the person’s power over their own lives. If you identify with either the Victim or the Rescuer, there are tools here to help you better understand what’s going on, and start taking meaningful steps in a more empowering direction.
5. Let go of the outcome.
Letting go of outcomes goes hand-in-hand with getting clear on your intentions. This can be especially true when you feel guilt around someone else’s thoughts or feelings.
A great practice for this is non-attachment. Practicing non-attachment means detaching your sense of self-worth from things outside yourself. No matter what choice you make, what happens around you as a result is entirely out of your control. Why attach your self-worth to something you can’t control? Get yourself into the CEO seat of your life. You control your intentions, your choices, and how you show up. Let. The rest. Go.
Let’s say you need to fire someone. It’s normal and human to feel guilt in that situation. You can have that feeling AND not let it guide your decisions or self-worth. Chances are, this is not a spiteful firing. Maybe the company is having cuts, or the person is underperforming. You aren’t firing them with the intention of creating a negative outcome. In fact, you have no idea what the outcome will be. They may go on to find a much better job that’s more aligned with their values, personality and life goals. They may decide to further their education. For all you know, they may have been waiting for their severance package so that they could pursue something different! You are responsible for your intentions and how you show up. Not the outcome.
6. Reframe your mindset around self-care.
I’ve lost count of the number of clients I’ve worked with who have neglected their own self-care because of guilt. And I count myself among those numbers. Often, there’s a belief that what we want or need for ourselves is not as important as everything outside ourselves, or that we’ll get to our own needs at some point in future (which we never seem to arrive at).What’s inside you informs what’s outside you. Taking care of everything inside you absolutely will have a domino effect on everything around you. You are a valid and worthy priority. Self-care, which includes everything from relaxation, to health, to personal development, and beyond (your entire assessment wheel, essentially) is not selfish. It’s as important to being human as fuel is to getting a car moving.
7. Ask yourself, “How is guilt serving me?” This can be a difficult question to grapple with. Anytime we consistently struggle with a limiting emotion or belief, there’s always a flipside. Yes, it’s holding us back and we don’t like it, but we’re also getting something out of the deal. That’s why it has such a strong hold on us. Think about an area of your life where you feel guilt, then ask yourself, “How is the guilt serving me?” It may be providing you a sense of security, comfort or familiarity. Maybe it’s giving you an excuse to avoid something that scares you. Maybe it’s supporting a persona you feel you need to uphold. I read an article recently from Executive Coach Leslie Williams, where she talked about guilt “masquerading as virtue”, which can be especially common for women (but can also be experienced by anyone). If you grew up with the message that good girls don’t make a fuss, or taking care of yourself is selfish or high maintenance, guilt may be enabling your pursuit of that virtuous ideal. But, as Williams says, “The world needs your boldness.”
Guilt is an internal feeling, but it has a ripple effect that impacts all areas of your life, causing guilt to show up almost anywhere. Guilt isn’t a good feeling in the body. It’s so understandable that you’d try to avoid it. The problem is, any feeling you try to shove under the rug will only expand and trip you. When you choose, instead, to confront guilt, it begins to lessen. Its impact gets smaller and that makes room for other feelings to make themselves known. Feelings like pride, confidence, self-acceptance, compassion and courage.
It’s one of our greatest failings as a society that anyone is made to feel guilty for trying to take ownership of their own life. The only way we can correct that is by taking conscious steps towards shifting our own mindsets, changing the way we show up for ourselves, and changing the way we show up for others.
If you would like help dealing with guilt, I invite you to connect with me.
How Can You Improve Self-Management in Leadership?
/in Being True To Yourself, Blog, Leadership/by Melissa DawnTell me… What is the role of self-management in leadership?
Self-management in leadership is the ability to:
- Objectively assess your emotions, thoughts and behaviors;
- Understand their impact on you, and on the people around you;
- Regulate and adjust your emotions, thoughts and behaviors in order to move towards your goals, and the goals of the organization.
Emotions, thoughts and behaviors are at the core of self-management. That includes everything that stems from those elements. Things like your decisions, interactions, personal development, goal achievement, and even your own well-being. Everything about how you show up for others and how you care for yourself are part of self-management – in life, and in leadership.
As a practice, self-management cannot exist without a foundation of self-awareness. Working together, self-management and awareness are a solid recipe for leadership success.
In this article, we’ll explore:
- What is self-management and self-awareness?
- What is the role of self-awareness and self-management in relation to emotional intelligence?
- How do you develop self-awareness and self-management?
- What is the role of self-awareness and self-management in having a positive influence?
What is Self-Management and Self-Awareness?
Since self-awareness is the foundation of self-management, we’ll start with that one.
What is Self-Awareness?
There are two facets of self-awareness:
- Inner awareness – Awareness of your thoughts, emotions and behaviours, how they are influenced by one another, and how well they align with your core values, life purpose and big picture vision.
- Outer awareness – Awareness of how other people see you, and your impact on the people and situations around you.
It’s really important to have a good balance of inner and outer awareness. Too much focus inward can blind you to your impact on the people around you, while too much focus outward can lead to self-consciousness, lack of confidence and a disconnection from what truly matters to you.
Just like you can’t manage a team without knowing all of your team members and what you’re working towards, you can’t truly manage yourself without fully knowing yourself and what you’re working towards.
What is Self-Management?
Self-management is self-awareness in action.
It is the ability to regulate your thoughts, emotions and behaviors in alignment with what you want to achieve. It’s this skill – monitoring and adjusting your responses – that makes other successful behaviors possible.
For example, let’s say you want to set aside a block of time each work day to just work – no interruptions. You need clarity into what is likely to distract you, the ability to design a plan to mitigate those distractions, the ability to put that plan into action, and the ability to assess the success of your plan, then make adjustments if/when needed.
Another example would be regulating your emotions during difficult conversations. To be able to do that, you need to be aware of what emotions you’re likely to experience, what triggers the emotions, what those emotions feel like in your body, what actions you can take to prevent those emotions ahead of time, and what actions you can take to calm those emotions if/when they do arise.
Essentially, self-management is driving your behavior from within, instead of letting the circumstances around you drive your behavior.
So, when I’m asked, “Is self-awareness important for self-management?” I like to respond with another question: “Would you be able to regulate yourself if you weren’t aware of yourself?”
To regulate ourselves – our thoughts, emotions and behaviors – we have to know ourselves.
Is self-management a leadership skill? Absolutely. As a leader, you not only have to consider your own values, purpose and goals, but also the values, purpose and goals of the organization. To be able to make decisions in alignment with both sides – the personal and organizational – demands deep self-awareness and the ability to self-manage.
In addition to the personal and the organizational, you also have individual team members to consider, who also have values, purpose and goals. A great deal of responsibility comes with a leadership role, and self-management – supported by self-awareness – will empower you to step into that responsibility with courage, compassion and confidence.
What is the Role of Self-Awareness and Self-Management in Relation to Emotional Intelligence?
Emotional intelligence is “the ability to perceive, control, and evaluate emotions” (source). It’s a critical skill in life and leadership, and almost always comes up in discussions around self-management.
There are two key points I come to when discussing self-management and its relationship to emotional intelligence:
- Self-management is not just emotional regulation, but also the regulation of our thoughts and behaviors.
- Our emotions, thoughts and behaviors are connected. They inform each other.
Without self-management, emotions come up, influence thoughts, and those thoughts influence behaviors. A thought comes up, which triggers an emotion, and that triggers a behavior. A behavior triggers an emotion, and that brings about certain thoughts. And so on, and so on. It’s not just a tidy circle going around and around. It’s more like a tangled up ball.
To be able to “perceive, control, and evaluate emotions”, we have to be able to also perceive, control and evaluate our thoughts and behaviors.
What I often find with clients is that they put too much focus on behavior, without understanding how impactful thoughts and emotions are. When I think back to how I was raised, and what I was taught in school, so much emphasis was put on behavior above all else, and it turns out, it was the same for almost all of my clients. No wonder we don’t consider bringing thoughts and emotions into the equation!
By working on your emotional intelligence and practicing noticing your thoughts without judgment, you start opening up a lot of the inner pathways necessary for self-awareness and self-management.
How Do You Develop Self-Awareness and Self-Management?
Here are 7 key practices to help you develop these critical leadership skills:
- Practice noticing without judgment.
Judgment blocks awareness. We humans have a tendency to judge things. Especially ourselves. We label thoughts and emotions as “good” or “bad”, and tell ourselves that we’re good or bad for having those thoughts and emotions.Thoughts and emotions just… are. Sometimes they’re messengers, and sometimes they’re just little clouds floating through your inner sky. When we negatively judge our thoughts and emotions, they multiply. A feeling of anger, or an unkind thought starts to breed guilt or defensiveness, for example. At a certain point, it starts to impact our behavior. It’s hard to regulate something that’s multiplying and spilling over into other parts of ourselves.A simple meditation practice of just a few minutes a day can help you start practicing non-judgment. When a thought or emotion comes up, you notice it, name it, then send it on its way. It doesn’t define you or influence you unless you start feeding it.
- Practice self-acceptance.Learning to accept yourself – your entire self; shadow and all – is a radical and empowering act. It allows you to recognize your inherent worthiness as a human being, so that you no longer feel built up by successes or torn down by missteps. You are a whole person and cannot be made less. What does this have to do with self-management? When you have nothing to prove, when your worth isn’t tied to KPIs or ROIs, you’re actually able to show up with greater confidence. You can make better decisions with greater clarity because your vision isn’t clouded by worry over your personal value.
- Understand control vs. regulation.The only thing you can ever truly control is how you choose to show up. Everything else, you must learn to regulate your response to.While you cannot control your thoughts and emotions, you can be intentional about how you respond to the ones that come up, and how you allow them to influence your behavior. This is regulation. It’s noticing – without judgment – then making calm, conscious decisions about what you will do next.Regulating your response is a huge part of taking control of how you show up. Essentially, practicing regulation empowers self-control, which empowers self-management. Meditation helps with this because it builds the habit of consciously choosing your response while you’re in a calm state, so that you have that habit to lean into at not-so-calm times.
- Practice asking yourself “what” instead of “why”.
This is a great tip from Harvard Business Review. When you ask yourself questions like, “Why can’t I get this done?” or “Why are boundaries so hard for me”, it sucks you into the past. You start looking back to when or how the issue began, or all the times you’ve struggled in the past. This is important to do. It’s good to look back to see what you might need to heal or let go of.However, approaching this from a “why” mindset can get you stuck in victim mode. Yes, it’s important to heal from your past, but you don’t want to stay in the past, or get stuck in old patterns. If something from your past is still hurting you, it’s likely you didn’t have the tools to handle it at the time. Maybe you were young, inexperienced, or vulnerable in some other way. “Why” brings you back to that vulnerable version of yourself.When you switch to “what” questions, you might ask yourself things like, “What is holding me back from getting this done?” or “What old beliefs keep me from holding boundaries?” or “What impact do I want to have in this situation?” That grounds you in the present, and helps you get clear on what you need to shift in order to move forward. It helps you tap into the you of today, instead of sliding back to that hurt, vulnerable version of you. This is a huge element of self-management, and an important part of healing yourself because it allows you to experience yourself as empowered. - Ask for feedback AND examples.
Feedback can help you develop that critical outer awareness, especially if it includes examples. You might ask questions like, “Can you give me an example?” or “What did that look like from your perspective?”Be careful about who you take your feedback from. Is this someone you trust and respect? Do they support your growth? Feedback is a really powerful tool, IF it comes from a trustworthy, supportive source. This is another benefit of asking for examples. If someone criticizes you, but can’t give solid examples, that’s a red flag. However, if a critique can be supported by real-world examples, that’s often a green flag to go ahead and do some exploration into what you might need to address.
- Start a conscious daily round-up practice.
Once a day – you may choose to do this in the evening, at the end of your workday, or even the next morning – ask yourself:
- What am I proud of today? (list everything you’re proud of, no matter how small)
- How could I have made today even better? (I love this question from the Intelligent Change blog)
- What steps did I take towards my big picture vision?
- What impact did I have on others?
- What would make tomorrow great? (or today, if this is part of your morning routine)As a daily practice, these questions help you continually develop your self-awareness and start planning steps to put it into action as self-management.
- Identify your areas for growth and make a plan.
Knowing what you need or want to grow in yourself is a key part of self-awareness. Taking steps towards that growth is self-management.A really great way to uncover what you need to grow is to use the personal assessment wheel (free download). This assessment wheel guides you to explore 9 key areas of your life and create a visual of how satisfied you are in each area. Once you have that visual, you start asking yourself those powerful “what” questions: “What is holding me back from growing that area?” “What do I need to say yes or no to in order to improve that?” and so on. How can I organize my time to take steps towards this?Just asking yourself, “What do I need to grow?” can leave a lot of people stumped. By doing a deep dive first, you get greater clarity into what you actually need and want to grow to create a fulfilling life for yourself.Once you’ve identified what you want to grow, choose one and start making a plan. Where you used “what” questions before, now it’s time to ask yourself some “how” questions such as, “How can I organize my time to take steps towards this?” You may want to create a vision board for that area, or you may prefer pen and paper, a spreadsheet, a session with your coach… whatever works for you, but please start with just one area at a time to allow yourself to fully focus your energy and effort.
True self-management is a lot more than just motivating yourself to get things done. It’s about truly understanding yourself, your impact, and the world you want to create. It’s about stepping fully into your worthiness as a human being. Your worthiness to be happy. Your worthiness to be fulfilled. Your worthiness to grow, to ask for help, to struggle, to succeed. It’s about claiming the CEO seat in your own life.
If you would like guidance on developing self-awareness and self-management for yourself or your team, I invite you to connect with me.
How Melissa Dawn is inspiring thousands
Melissa Dawn is a renowned executive & leadership coach, keynote speaker, workshop leader, bestselling author, master practitioner of energy medicine and the founder of CEO of Your Life. Having transitioned from two decades of corporate experience to building her own business, Melissa has a strong understanding of what it means to truly thrive in our professional lives in a way that not only complements our personal lives, but lifts up our full life experience and that of the people around us. As a Master Certified Coach, Melissa takes a holistic, values-led approach to guiding executives and high-level leaders to become agents of positive change by connecting with their inner leaders. Through innovative workshops & coaching programs, Melissa works with individuals, teams and organizations and has helped thousands become the CEOs of their personal and professional lives with confidence, success and joy.
Mélissa inspire des milliers de gens
Mélissa Dawn est la fondatrice de PDG de votre vie. En tant que conférencière motivationnelle, coach de vie et d’affaires, auteure, praticienne énergétique et autrefois VP marketing, Mélissa élabore des présentations non-conventionnelles, drôles et inspirantes qui aident les gens à se découvrir sous un tout nouveau jour et à prendre le contrôle de tous les aspects de leur vie. Elle est aussi l’auteure du livre I Attract What I Am: Transform Failure into an Orgasmically Joyful Life and Business, classé meilleur vendeur international sur Amazon. Mélissa a aidé des milliers de personnes à devenir PDG de leur vie professionnelle et personnelle avec confiance, succès et bonheur.
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