By Jalene Case

Plugging into our bodies’ way of communicating is like using a decision-making power tool. It quickly drills to the core. Whether we’re struggling to make tiny, seemingly inconsequential choices or gigantic, clearly life-changing decisions, our bodies know the answer first.

It’s easy to rush through life without taking time to notice our physical sensations. In fact we often try to actively ignore our bodies by not listening to their plea for sleep, urge to move, or hunger for good food. Feel familiar?

That denial of our bodies’ voice also shows up in our decision-making process. For example, have you ever made a list of pros and cons to help you make a choice and, more often than not, ended up in analysis-paralysis? Did you feel that even though there were more pros on the list, you wanted to make the opposite choice? Interpreting what our bodies are trying to tell us is more than a gut-feeling-style approach.

By Whit Mitchell

I was recently called by a young, first-time CEO of a software company in Boston who was looking to hire an executive coach. She announced that she would interview others and me, and then make a decision. I told her that I had some questions to make sure it was the right “fit” before agreeing to work together. She had 30 minutes for the call.

She told me a bit about her personal and organizational challenges, followed by questions for me about my process, my fees, stories of my past successes, my work with new CEOs and new mothers, and length of time working together. These were all questions that would be important for me to share and her to learn. However, the call ended with, “And what questions should I have asked?” I had opened the conversation with a request to interview her so I could better analyze her situation and understand the key outcomes she would want to achieve during our work together. Unfortunately, there was no more time left for these questions.

By Ron Price & Stacy Ennis, HR.com, October 2019

Building influence and engagement through character, expertise and position


One of the long-term challenges for leaders in the workplace is how many employees feel powerless. For many years, employee surveys around the world have measured levels of engagement as high as 70% or more. What creates levels of disengagement this high? Is it bad managers, as many experts claim? Many have heard the moniker, people leave bad managers, not bad companies. We believe this is overly simplistic. Instead, we can point to four different causes for employee disengagement. Read More

By Holly Mitchell

Early in my sales career, I landed a golden opportunity with a high-end customer who had already identified she needed what I had to offer. All I had to do was gain her trust and become the expert in her eyes. The only thing standing between me and sealing the deal was my ability to listen, ask the right questions, and shine with confidence. I showed up to the sales meeting with all my tricks—plus information on every product I had to sell. I told her about all the different features and what I believed were the benefits. As I went on and on, I started to notice her eyes getting glassy. I was losing her attention because I wasn’t giving her what she needed.

My “almost” customer wanted me to ask her the right questions to ensure she was getting the right product for her needs. She was counting on me to understand those needs and be expert enough to give her a recommendation. I failed miserably at asking her the right questions and listening. Not only did I lose the sale, but my customer became overwhelmed by my rambling sales approach and ran the other direction to a competitor.