Courageous or Heroic?

While many claim that courage and heroic are synonymous, commingling them as such does a disservice to the concept of courage. Firefighter Captain Mary agrees, “People notice heroes dealing with disaster and emergency responses. When a civilian dials 911 for help, it’s a day from hell for his/her life. But, it’s no big deal to me. I don’t appreciate it when my career is integrated or associated with disasters much less heroism. I am a skilled professional doing my job.”Everyday courage

Most of the time, courage is misapplied to focus on fictional drama or soap opera sagas, unrelenting sorrow, sensationalism, famous people or the historically deceased. For the rest of us, notions of courage as only extreme heroism diminish the opportunities to claim and display the heartfelt value of courage in us all.

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Are your people afraid? How to minimize fear and maximize trust

by Judith E. Glaser

Are your people afraid?

I’m not asking if you are a bully or a bad boss, or about the fear about being punished for a well-thought-out plan or product launch that fails. I’m talking about something more visceral: anxiety caused by the concern that something drastic — layoff, firing, pay cut or demotion—will happen.IMG_1041

Everyone is somewhat fragile at the core. We secretly worry that tomorrow may be our last day. Uncertainty and volatility induce fear, and fear impedes people from doing their best work. Fear impacts our sense of identity and causes us to doubt our ability to achieve.. Our biggest fear is the fear of failure in the eyes of others; failure to be perceived as capable, valuable, powerful, smart, and poised to handle the challenges your organization is facing.

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2 Strategies for Reframing to Make Positive Change

by Judith Glaser

To create change, courageous leaders jump in and embrace the process as 4 leadership traits for competitive advantagean opportunity. They also create the space for open communication and collaboration with their teams.  In the previous three steps, you learned to recognize and release old baggage filled with toxic experiences that negatively undermine and denigrate relationships, and replace them with new meanings that positively uplift and inspire relationships — empowering a new sense of optimism and effectiveness.

Two more strategies for effectively managing change

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3 Effective Strategies for Changing a Workplace Culture

by Judith E. Glaser

The more we talk about change, the more we talk about all the problems and challenges that can emerge – resulting in negative mindsets which trigger “fear hormones” and “threat networks” in our brains. No wonder change is so difficult. fear of change

By the time we are ready to take action we are frozen in place. Culture transformation is an advanced leadership skill.  The primary way to change a culture is to use your Conversational Intelligence to create an environment that infuses energy and commitment into relationships, teams, and the whole organization.

Too often we get stuck in habit patterns of “talking about,” but not creating, change. However, you can shift the way you think about change the same way that successful leaders use to navigate their own journeys…

Three Strategies for Changing Workplace Culture

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Two Female Approaches to Workplace Abuse

by Sandra Ford Walston

Bec’s “courage style” won her several good project manager and engineering jobs and contracts, but it also lost her at least one or two lucrative job opportunities. While working at an aerospace corporation, Bec experienced the stress and worry of making a tough decision: whether or not to file formal gender discrimination charges against her company.

Setting denial aside, she said, “I spoke out gracefully and wrote professionally via the How to handle workplace abuse or the toxic boss.formal corporate channels. I exercised the ‘Just Say No’ attitude to injustice, gender discrimination and retaliation against me and other women at that company. For taking that strong stand in my truth, I was fired. Following the rules of the legal system, I stood in my courage. I stood by my true being—strong and direct.”

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How to Become More Influential

We all love to hear ourselves talk. Our brains actually light up and we feel good. But, if  we are blinded by our own thoughts, we’re not leaving room for others to contribute. They turn off. Think how this affects “how deals get done, projects get run, and profits get earned”, writes Judith E. Glaser.

Here’s her formula for recognizing your own blind spots and become a more effective communicator and influencer:


• Assuming that others see what you see, feel what you feel, and think what you think, since that’s rarely the case

• Failing to recognize that emotions, such as fear and distrust, change how you and others interpret and talk about reality

• Thinking you understand and remember what others say, when you really only remember what you think about what they’ve said.

• Underestimating your own propensity to have conversational blind spots


• Paying attention to and minimizing the time you “own” the conversational space

• Sharing that space by asking open-ended discovery questions, to which you don’t know the answers, so you stay curious (i.e., What influenced your thinking?)

• Listening non-judgmentally to the answers

• Asking follow-up questions

Judith E. GlaserJudith E. Glaser is CEO of Benchmark Communications, Inc. and Chairman of The Creating WE Institute. She is an Organizational Anthropologist, and consults to Fortune 500 Companies. Judith is the author of 4 best-selling business books, including her newest,Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion, 2013) Visit;; or call 212-307-4386.

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What Your Brain Does When Someone Talks Too Much

.. think of this next time you have a big sales pitch or you’re trying to influence someone to your point of view.

by Judith E. Glaser

Conversational Blind Spots at Work

Twenty-eight years ago I began my first experiment in what I call conversational intelligence. I was hired by Union Carbide to work with 17 high-powered sales executives in danger of losing a bid for a key contract. My job was to figure out how they could raise their game and beat the other seven competitors.

blind spots derailing your career?

For more than two weeks I had them role-play potential conversations with “customers” and I charted what they said. The patterns were clear: The executives used “telling statements” 85 percent of the time, leaving a paltry 15 percent for questions. What’s more, almost all the questions they asked were actually statements in disguise. They were talking and talking, trying to bring their counterparts around to their point of view, all the time thinking that they were still conducting good, productive conversations.

Having spent thousands of hours observing executives in similar, real-world situations — from prospecting to performance reviews, business development to innovation — I can tell you this is a common problem. People often think they’re talking to each other when they’re really talking past each other. They carry on monologues, not dialogues.

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Saying “No” to Abuse—the First Time

by Sandra Ford Walston

Experiencing abuse one time was simply enough for CEO Donna Cameron. “Sometimes, the most courageous thing we can do is leave a toxic workplace or stand up and say, ‘this is who I am, and if that isn’t what you want here, let’s get that out in the open right now,’ ” she said.

Donna’s experience provides rich insight into averting denial (the thoughts or feelings that keep us trapped and closed to creative options) in the workplace.  Of course, if you have plenty of other prospects, or no financial worries, that is probably much easier to do than if you desperately need that paycheck to make the mortgage payment and buy groceries.

However, are you limiting your options based on fear?

In order to overcome denial, our perceptions about our personal courage play a key role. Do you base your reality on the limited perceptual range of your senses thus limiting your options?

Anyone Can Be an Ally

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Here’s What to Do Next Time You Squirm..

Ouch! DVD cover..when a colleague, client, boss uses a stereotype to make an inappropriate comment.

With the law of numbers, just imagine if all employees were sensitized and knew how to respond in the face of harassment or discimination.

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