ICommunicate Radio Show #136: Read Between The Lines Part 2

What kind of answers do you get when you ask your child how their day was at school? Does good sound familiar? How about what they did at school today? Does nothing much sound familiar? In this episode of ICommunicate, Mark discusses how to approach questions differently, set realistic expectations, and create psychological safety for children and adults to share their truths and create open lines of dialogue.
Segment 1: 
As parents, prying information from our children as to how their day went often feels like pulling teeth. How can we reframe our approach to talking with our kids about their day so that they are more engaged in the conversation? How should we react to our children when they tell us about any conflict that they were in with a teacher or student?
Segment 2:
What we often fail to realize as parents when speaking to our kids is that we have quite a bit in common. What kind of experiences should we be sharing with our kids that encourage them to speak up about their day? How can we create expectations with our children to guide the flow of conversation? 
Segment 3: 
When trying to gauge how our child is performing in school, we’re often treated to generic answers that prevent further dialogue. What questions should we be asking that make our kids feel comfortable enough to open up about their performance in school?
Segment 4: 
One of the hardest things to do as a child is to engage their parents with things that they’re interested in. What topics should we be discussing with our kids? How can we make conversations enjoyable for both parties without our involvement feeling forced?

ICommunicate Radio Show #140: How Are You Doing?

In this episode of ICommunicate, Mark Altman, Director of Learning and Development at MindsetGo, discusses the steps to impactful conversations with individuals or teams that are frustrated. Learn to help people shift their mindset, embrace different perspectives, and see their role in change.
Segment 1: 
Navigating through a conversation with somebody who is especially frustrated is a tall task without the right toolkit. What should we keep in mind when we’re in these situations? How can we turn somebody’s frustration into motivation and clarity?
Segment 2:
A team that’s plagued with resignation mindsets leads to a culture where frustration is contagious. What is a resignation mindset, and what steps can we take to avoid it? What strategies can we use to identify the root cause of problems, and why is it essential for leaders to know?
Segment 3: 
What we say in a conversation with somebody who is frustrated could be the deciding factor in whether or not they resolve their problem. How can we help our team draw conclusions about where their feelings are coming from? How can we guide our peers towards understanding different perspectives?
Segment 4: 
As leaders, we play a pivotal role in the wellbeing of our team, and must be on the lookout for signs of frustration. What results should we strive for when having conversations with our team about what’s holding them back?

ICommunicate Radio Show #145: Responding To People Who Are Frustrated

What really matters to you? In this episode of ICommunicate, Mark discusses how to utilize the different types of self-awareness to unlock a deeper understanding of ourselves and our relationships, ultimately enhancing our ability to lead and motivate.
Segment 1: 
Everything starts with self-awareness. Yet, most companies don’t value developing that skill in employees nearly as much as they should. What are the two types of self-awareness, and how do they play into our daily lives?
Segment 2:
The awareness we have about ourselves and how people see us ultimately shapes how effective we are at motivating ourselves and others. What type of self-awareness persona do you embody, and what should you be striving for? 
Segment 3: 
It’s one thing to be aware of our values, but another thing to consistently model them. How can we optimize our schedules to ensure that we’re comfortable with the processes involved in our work and personal lives? How can developing awareness around our daily schedules lead to more time to explore our passions outside of work?
Segment 4: 
When we think back on times where we had a problem with somebody, we can reflect on ways those conversations could have ended better. What’s the importance of recognizing why we’re disagreeing with somebody? How can developing awareness around our relationships prevent problems down the line?

ICommunicate Radio Show #146: I Wasn't Aware Of That

In this episode of ICommunicate, Mark discusses how self-reflection and introspection can lead to setting and accomplishing meaningful goals as well as improving workplace culture to encourage cross-collaboration.
Segment 1: 
It’s one thing to set goals, but another to be aware of the progress we’re making towards those goals. How can setting specific, tangible goals benefit our self-awareness? Why is it so important that we understand our weaknesses as much as our strengths?
Segment 2:
As leaders, it’s essential for us to reflect on our strengths, weaknesses, and how we’re affecting our team. Why is it essential for us to create a culture of vulnerability, where people feel comfortable asking for feedback? Why should we seek discomforting evidence and question our assumptions when it comes to our own self awareness?
Segment 3: 
After we self-reflect and understand our strengths and weaknesses, it comes time for us to find ways to apply what we’ve learned. What questions should we be asking about ourselves and our teams to figure out what areas need improvement? How can we use introspection in our day to day lives?
Segment 4: 
We can be motivated to make changes, but if we don’t have the awareness to understand what steps need to be taken to improve, we’ll fall short. How much time and effort should we be putting towards introspection? How can introspection lead us to uncover problems that may be holding back our teams?

ICommunicate Radio Show #147: Reflecting the Right Way

The problem with having a great product or service is that you believe it will do all of the work for you. In this week’s episode of ICommunicate, Mark discusses how knowing your Unique Value Proposition can be THE deciding factor in a client or company choosing your service or product over that of a competitor.
Segment 1: 
At the end of the day, when we’re selling to a potential client, the most important factor in closing the deal is the perceived value of our product or service…. right? What are the most important talking points during a conversation with a new client? How can we differentiate ourselves from the competition to prove that there’s value in a relationship with us?
Segment 2:
Aside from listening, what is the most important skill we should utilize when developing a relationship with a client? What are value-based questions that we can ask clients to demonstrate our value to them?
Segment 3: 
As salespeople, it’s essential for us to ask questions to our clients that lead us to the root cause of their problem. How can we frame conversations to uncover our client’s problems and priorities? 
Segment 4: 
Often times potential clients don’t have a full understanding of the sales process. Their fears and uncertainty may hinder your ability to close the deal. How can we enlighten prospects and make the decision making process easier for them? How can we develop a better understanding of what makes us stand out from our competitors?

ICommunicate Radio Show #134: Do People Buy You?

In this episode of ICommunicate, Mark Altman is joined by fellow MindsetGo trainer Joseph Lyman to discuss what it means to read people’s hearts and how understanding a person’s intentions and motivators sets a leader up to be in a better position to support and develop their growth.

Segment 1: 
We all wish we could read somebody’s mind to dissect what their exact intentions are, but would the consequences be too much to bear? What’s the downside to quick-fix solutions regarding understanding somebody’s intentions, and how can it impact our confidence? What viable options do we have in a conversation that will allow us to uncover somebody’s motives in a non- threatening way?

Segment 2:
To be an effective leader and communicator, we have to distinguish when somebody is upset with us, personally, or if it’s their own circumstances. What ingredients of emotional intelligence do we need to consider before offering our advice or opinions to somebody in distress? Do emotions belong in the workplace? If so, why and when are they a valuable tool for communication.

Segment 3: 
Are you aware of your behaviors that unintentionally impact your colleagues and peers negatively? If not, how can we identify those habits and gain a new awareness around how we subconsciously influence people?

Segment 4: 
Oftentimes, the most important factors within a workplace are things that can’t be measured with an exact science, such as employee engagement and wellbeing. What aspects of an organization should be most important to us as leaders, and how can we prioritize those components within our team culture? What’s the value of collaborating on solutions, and why is it so important to be face-to-face with our colleagues when doing so?

ICommunicate Radio Show #163: Reading People's Hearts - Understanding Motives and Intentions

In this episode of ICommunicate, Company Founder Mark Altman is joined by fellow MindsetGo trainer Joseph Lyman to discuss the consequences that stem from a lack of commitment, how to recognize when people aren’t prepared or confident to give you commitment and how to get people to speak their truth.

Segment 1: 
When somebody fails to follow through on a commitment, should we blame it on a lack of effort or is there something more to it? What goes through the mind of somebody who gives themselves permission to bail on a task or meeting? How can we discern between a breakdown in communication and an excuse?

Segment 2:
Even our most reliable and committed leaders have moments where they lack the self-awareness to be emotionally intelligent -- but how can they improve on that? When we fail to honor a commitment, how can we rebuild trust with the people we let down? 

Segment 3: 
Our internal motivation and values derive from our own perceptions; thus, it can be difficult to align our goals with those of another person’s whose goals and values differ from ours. In cases like this, where two people collaborating do not see eye-to-eye, how can both parties still make commitments, and both feel heard? How can leaders establish a culture of open communication around commitment? 

Segment 4: 
Telling our leaders that we will “try” rather than “do” a task assumes that failure is part of the plan, thus creating a preemptive excuse in case we fail to follow through. How can we ensure that, after giving somebody a task, that they are comfortable enough to tell us if there is a factor that they are uncertain about? How can a slight change in tone or word choice be enough to deter or open up a peer?

ICommunicate Radio Show #165: What Does Commitment Mean Anyways?

In this episode of ICommunicate, Company Founder Mark Altman discusses what traits we tend to associate with “difficult” people, as well as how we can approach these individuals with a lens of curiosity in order to suspend judgment, collaborate on agreeable behaviors, and create an inviting workplace culture. 

Segment 1: 
As a result of the pandemic, we’ve all developed our fair share of habits that we know to be counterproductive and inefficient. At what point do we consider our colleagues in the workplace to be “difficult,” and what stigmas surround that? How can we uncover the root causes of these behaviors and iron them out in a manner that isn’t accusatory?

Segment 2:
Complaints are often spurred by unfulfilled expectations -- but how often are those expectations clearly defined on all ends? How does our learned social etiquette alter our perspective on non-stated expectations? How can those expectations be helpful or harmful on a day-to-day basis, and how can we ensure that our team is aware of the standards that they are being held to?

Segment 3: 
Leaders -- how often do you consider the qualities that make an effective coach? How do small details in communication, such as tone, word choice, and body language, make a difference in the way you are able to influence people when trying to change their habits? What is the difference between internal and external curiosity, and how can distinguishing the two help us to relay expectations in a clear and productive way?

Segment 4: 
We don’t take enough time to consider the many components of a conversation and how to effectively control the flow of a dialogue. How can we approach conversations around habit or behavior change without coming across as judgmental or accusatory? How can we discern somebody’s motivation from their fear, and how do we educate them on the importance of that difference?

ICommunicate Radio Show #167: Why Are People So Difficult?

In this episode of ICommunicate, MindsetGo President and Founder, Mark Altman, helps viewers navigate through the jungle that is conversation intelligence. Learn the art of setting expectations, creating channels to receive and deliver meaningful feedback, and responding to excuses or criticism.

Segment 1: 
Assertiveness is a critical aspect of leadership communication when engaging with and influencing peers or direct reports. Learn the downside when leaders don’t take the time to diagnose problems correctly the first time? When your team falls short of expectations, what prevents you from approaching the issue from a different angle? How can we eliminate hesitation and fear, so we stop putting off difficult, but crucial conversations? 

Segment 2:
Listening is constantly praised as a critical aspect in communication, yet we often only open our ears to what we want to hear. What’s the difference between listening to understand and listening to respond, and how can that impact our sphere of influence? What are the three necessary ingredients for productive, effective conversations? 

Segment 3: 
Without taking the precaution to ensure that you will have control over the flow of a conversation, the discussion could easily get derailed and end up becoming unproductive. How can we direct the flow of feedback in order to prevent ourselves from wasting time talking about things that needlessly extend conversations? Why is it essential to approach these conversations using empathy as a tool of influence?

Segment 4: 
Leaders are put to the test when a conversation doesn’t go as planned based on their ability to respond and not react or get triggered. How should we respond to employees when they make excuses or deflect conversations?

ICommunicate Radio Show #168: Courageous Conversations

In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the biggest boundary for leaders; Getting people to speak their truth. Learn how to have difficult conversations to truly understand and improve the engagement level of team members. 

Segment 1: 
What we’ve come to understand after living through a pandemic is that a leader’s greatest weakness is uncertainty. When we are feeling uncertain about a particular issue, how should we be shifting our mindset to meet people where they’re at and collaborating on solutions? What are the greatest core competencies of leadership, and how can we be certain that we possess them?

Segment 2:
Leaders -- how are you contributing to a culture where people feel comfortable speaking up for what they want and need? What process can we utilize when engaging in a conversation about feedback to ensure that expectations are clear and agreed upon? How can asking for permission to give feedback shift the culture of your workplace positively? 

Segment 3: 
Have you taken the time to consider the warning signs of a quiet quitter? Could you even recognize them if you saw them? Why should leaders be treating emotions as valuable information rather than simply an obstacle to productivity? What questions should we be asking our team to test their level of engagement?

Segment 4: 
How do past life experiences factor into an employee’s ability to be honest with their leaders? How can we use empathy to confront our team on their comfortability within the workplace? Before we can have conversations with our team regarding their honest feelings and opinions about their experiences in the workplace, we have to dismantle the biggest boundary of them all: vulnerability.

ICommunicate Radio Show #169: Speaking Your Truth: Quiet Quitters

Have you ever been disappointed by the outcome of a conversation? In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the importance of setting expectations prior to conversations, confronting and managing our emotions, and the conundrum many human resources professionals experience when balancing the roles of advocating for employees and protecting their company from risk. 
Segment 1: 
Knowing what to communicate, when to do it, and how to execute the conversation should be the most honed skill in a leader’s toolbox. What is the most effective way for a leader to keep their teams and clients in the loop? What are the expectations that we subconsciously hold against somebody before we have an important conversation with them? 
Segment 2:
Why is it worth speaking up or starting a conversation if I don’t get my way in the end? When you voice a concern with someone, or express a want or need, what are you expecting from that person in return? What is psychological safety and how can we maintain it in the workplace and everyday conversations? 
Segment 3: 
As leaders, we’re bound to be presented with an idea from our team that we don’t necessarily agree with or plan to act on. How can we express that without hurting your employee in a way that detriments future conversations? How can we make our emotions and expectations clear without making our employees feel as though they are not a priority?
Segment 4:
Leaders are often so busy worrying about their teams that they forget to make time for self-reflection. How can being kind to ourselves facilitate improvements professionally and personally? What does a kind conversation with oneself sound like, and what should we expect the outcome to be?

ICommunicate Radio Show #171: Conversation Expectations And Simultaneous Thoughts

What’s your template for success? In this episode of ICommunicate, MindsetGo President Mark Altman and his 16-year-old son Cole Altman discuss why success templates are THE essential tool to help people of all ages build and sustain confidence and motivation. 

Segment 1: 
When you’re evaluating your performance, whether it be in the workplace or in personal projects, can you accurately identify what you did well? How can creating our own success template reshape the way we prepare for future challenges? How should we respond when we default to a negative response when evaluating ourselves?

Segment 2:
If we can’t establish standards and expectations when evaluating ourselves, how can we expect to properly assess the performance of other people? When we’re not meeting our own expectations, how can we pinpoint the root cause of the issue?

Segment 3: 
It’s one thing to take a compliment at face value, but another to dig deep into why the person giving the feedback felt that way about your performance. How can we create a positive feedback process in order to give consistent and meaningful assessments? Why is it important that we understand the root cause of somebody’s feedback?

Segment 4: 
Have you ever considered why we only seek feedback after doing something bad? How can asking for feedback in positive and negative situations improve your success template? What is the elephant in the room technique, and how can we use it to generate honest and meaningful feedback from our peers?

ICommunicate Radio Show #173: Success Templates for Motivation and Confidence

How can we take the burden out of the performance review process? In this episode of ICommunicate, MindsetGo President Mark Altman dives into the topic of performance reviews. If we’re assigned to give the reviews, how can we maximize their effectiveness and avoid resentment from the person we’re reviewing?  
 
Segment 1: 
What prevents a leader from giving effective performance reviews? Is our feedback and evaluation process feeding into a negative review experience? It starts with word choice. How can word choice and emotional agility transform our performance review strategy and results? 

Segment 2:
Why do we have rating systems in performance reviews? What’s the point of a 1-5 scale if we can’t agree on what goes into it? How can we install a rating system that’s fair for both the leader and the employee? What are the best ways to get to the root causes of why an employee is struggling in certain areas?    

Segment 3: 
How can we proactively set expectations to ensure performance reviews don’t blindside anyone? What’s the key to preventing conflict, as opposed to resolving conflict? Why are misinterpretation, hurt feelings and resentment so common when it comes to performance reviews, especially surrounding compensation?  

Segment 4:
Why do you care what your team members think of you? What is a “360” review process and why has it transformed these interactions for the better? How can we be more receptive to feedback? How can being more receptive to feedback transform our attitude and productivity?

ICommunicate Radio Show #174: Performance Reviews

Know yourself, know your needs, and know how to get what you need. In this episode of ICommunicate, MindsetGo President Mark Altman discusses overcoming the fear of judgment and learning strategies to advocate for ourselves. 

Segment 1: 
We all know that advocating for ourselves can be beneficial, but what’s stopping us? What internal and external factors make us feel uncomfortable standing up for ourselves? How can we advocate for ourselves without worrying about judgment from others? 

Segment 2:
Often when faced with conflict, we tend to react emotionally -- but what happens when we take a step back and break down the problem? What is the recipe for self advocacy, and how can I implement it into my own life? How can your internal voice make or break the process of self advocacy? 

Segment 3: 
Now that we’ve worked up the courage to have the conversation, how can we adapt on the fly to get what we need? How can lessening our ask increase our chances for getting leeway? Once you’ve advocated for yourself, what are the next steps to ensure that you get the results that you need? 

Segment 4: 
What’s the worst thing that could happen when we advocate for ourselves? We’re judged. How do we balance the risk-reward of asking for a second opinion? How do motivation, fears, and benefits factor into our decision to advocate?

ICommunicate Radio Show #56: Self-Advocacy

Why is transparency such a difficult line to toe in the workplace? In this episode of ICommunicate, MindsetGo President Mark Altman discusses solutions to common problems relating to transparency. How do we know if we are oversharing? How do we know when we need to be more proactively communicative?  What is the motivation behind transparency? How should we handle it internally compared to with our clients?  
Segment 1: 
When we decide to be fully transparent, what is our end goal? Why do we choose to be fully transparent sometimes and not other times? When should we employ authentic communication? If the stakes are high, how can we be authentic while still being empathetic?
Segment 2:
How do we navigate transparency with clients? How do we navigate internal transparency? When is being too transparent detrimental to our team? What is our process for making decisions regarding transparency? 
Segment 3: 
Why are we reacting to problematic situations instead of preventing them? Is your internal communication contributing to confusion? How can we make sure our internal communication delivers clarity? How can we nail down a return on investment for training when it comes to improving internal communication?  
Segment 4:
What’s the difference between transparency and oversharing? It feels as though we’re riding a razor-thin line, how can we be successful with our levels of communication and transparency? How can you effectively communicate amongst various generations in your workplace?

ICommunicate Podcast #110: Transparency - Pros and  Cons

In a remote work environment, how can we build foundational trust and maintain productivity? In this episode, MindsetGo Founder and President Mark Altman and Melissa Glenny, CEO of Franklin Professional Staffing dives into the benefits, dangers, and best operational practices of remote and hybrid workplaces. 
Segment 1: 
Why is there a decrease in productivity when employees work remotely? Why are some leaders resistant to encouraging remote work? What is the relationship between trust and remote work? How can we effectively evaluate remote employees? 
Segment 2:
How much of a problem are distractions for remote employees? How can we reach our company goals with remote employees? What does the process of setting realistic expectations look like? Why is reciprocity so important in a workplace? What does reciprocity look like in a successful work environment? 
Segment 3: 
What are the best practices for hiring and recruiting remote and hybrid employees? As workplaces evolve and transform, how can you stay ahead of the curve when it comes to hiring? Why do hiring professionals think remote workplaces are just as effective as in-person settings? How can setting expectations alleviate most concerns leaders have with a remote workplace? 
Segment 4:
Why do salespeople get latitude at work that others don’t get? How can you gauge trust when hiring an employee? How does trust manifest in remote workplaces? Can we apply office norms to remote workplaces?

ICommunicate Radio Show #92: Trust Can Be Fleeting

Are motivational speakers overrated? MindsetGo Founder Mark Altman gets down to the roots of motivation. Is depending on other people the most effective strategy to motivate yourself? It’s one thing to know how to motivate yourself, but when leaders are promoted before they’re ready, do they know how to motivate and inspire others?

Segment 1:
What fuels rivalries? Why does anger escalate to regretful action? Why do athletes get more focused, intense, and ready for some games and not others? How does this relate to business? What goes into our response to failure?

Segment 2:
Who do we idolize as humans and why? Where does competitiveness come from? Is it artificial to manufacture motivation through competition? Is “cheating” to generate motivation effective? What are the best “cheats” to increase productivity and success?

Segment 3:
What goes into finding our “spark?” What are the various factors that innately motivate us? Is there a better way to find motivation? How can we leverage other people to motivate us? How can bosses, coworkers and rivals motivate us at work? How can we fix promotions at work? How should we evaluate people for leadership positions? What does lead by example really mean?

Segment 4:
How do people stay self-motivated? How can we easily motivate others? Is there an easy, straightforward strategy to motivate others? Do you really know how to motivate yourself? What’s stopping you?

ICommunicate Radio Show #71: Motivate Yourself Through Emotional Agility

How can we find out what we don’t know when it’s unclear how to seek the answers? In this episode of ICommunicate, MindsetGo President Mark Altman discusses the stages of unconscious incompetence, how to remain confident and motivated in situations where you aren’t knowledgeable enough in a particular area, and how to seek the answers that you didn’t know you needed. 

Segment 1: 
Confidence can be the end all be all in a conversation in which somebody is aiming to gain influence, but how can we remain confident if we aren’t knowledgeable enough on the topic that is being discussed? What are the stages of unconscious incompetence, and how can we gain knowledge of things that we don’t know?

Segment 2:
In hindsight, there are many times in our lives where we wished that we had information that would have changed the outcome of an important situation. Are you aware of the skills, knowledge, and mindset that you are missing? How can we recognize what we don’t have so that we can work towards it? 

Segment 3: 
We wouldn’t expect it, but our peers can reveal our true potential through observation and feedback. How can a personal SWOT analysis reveal the truth about our skill set and knowledge? What are the fears and assumptions that get in the way of us maximizing our talent?

Segment 4: 
Our life experiences have shaped our knowledge and confidence – but there is always an avenue for improvement. How can our confidence impact our self awareness? What is a skill or characteristic that you want to develop, and what steps can you take to achieve it?

ICommunicate Radio Show #57: Unconscious Incompetence

Why do we so often run into situations where either we feel treated unfairly or someone else feels as though they’ve been treated unfairly? In this episode of ICommunicate, MindsetGo Founder and President Mark Altman discusses how to navigate “fairness” in all aspects – at home, in our personal lives and at work. Why do “unfair” situations arise in the first place? Can we get ahead of them? How can we rewire our mindset to overcome unfair situations? 

Segment 1: 
At work and in life, how do we cope with the feeling of losing control? How do we react when we feel as though we’re being treated unfairly? How can we manage when someone feels as though they are being treated unfairly? Are there steps we can take to prevent feelings of unfairness from festering and boiling over? Why do we feel as though we have to apologize for our emotions? 

Segment 2:
How can we influence outcomes by reframing information and situations? What’s the deal with luck – is it necessary? Can we create our own luck? What leads to disappointment in life and in business? Can we separate our mindset from entitlement?   

Segment 3: 
Why do we perceive situations as unfair? How can we get past a negative mindset when it comes to fairness? Who do you go to when you want to vent about fairness or a frustrating situation? What role is that person playing? Why does gratitude sometimes feel disingenuous? Is there a productive way to complain?   

Segment 4:
What’s the best way to express gratitude? How can we be more mindful with what we’re grateful for? How can we effectively evaluate ourselves? If I pitch my boss an idea and they shut it down – where do I go from there? How can I reframe that situation to produce success?

ICommunicate Radio Show #96: The Unfair Mindset

Congratulations, you’ve achieved a goal! But why should we be proud of ourselves? In this episode of ICommunicate, MindsetGo President Mark Altman discusses how to accurately assess your progress, manage our self-esteem in challenging times, and utilize a mix of feedback and past experiences to construct a personal success template. 

Segment 1: 
All of the failure and success we’ve experienced over the course of our careers means nothing if we don’t seek to improve. How do we measure progress if there is no achievement? How can we alter our mindset to notice areas where we can improve?

Segment 2:
Stay interviews are a prime opportunity to garner a deep understanding of our employees, their goals, and their progress towards the company’s goals. How are we measuring performance reviews from one year to the next, and why is it so important that we keep track of that progress? What is “internal customer service,” and how can it be a major factor in shifting company culture?

Segment 3: 
Process is not simply an agenda -- it’s a structure that’s meant to enhance efficiency, communication, and success. What are the components to creating an efficient process for ourselves and our team?

Segment 4: 
We all have goals, but what’s the point in setting them? Where does our confidence come from, and how can that knowledge shape our approach to problem solving going forward? What are SMART goals, and how can we use this template to achieve tangible goals and recognize progress?

ICommunicate Radio Show #59: Progress vs Achievement

Mark and Robert discuss mentors, customer service, and emotional intelligence.

Wind River Environmental Discusses Customer Service and Emotional Intelligence Part 1

Progress vs. Achievement Part 1

An apology removes shame from the receiver of the apology and puts it on the maker of the apology.

5 Motives to apologize:

1.	Decrease the suffering of others
2.	Restore relationship
3.	Restore pride
4.	Relieve guilt
5.	Avoid punishment

The four ingredients of an effective apology:

1.	ACKNOWLEDGEMENT: 
Clear confession, accept responsibility, show understanding of the impact of the wrongdoing: this removes the burden from the receiver of the apology of wondering whether they are too thin-skinned/over-reacting.

2.	EXPLANATION: 
Justification can be very valuable to the receiver of the apology because an understanding of the circumstances of the wrongdoing and that this is not typically a reflection of who you are can be very therapeutic.  The receiver of wrongdoing often will say, “you owe me an explanation.”

3.	REMORSE
Communicate sincere regret/guilt/shame for wrongdoing.

Train your employees to offer a sincere apology June 28, 2019

An apology removes shame from the receiver of the apology and puts it on the maker of the apology.

5 Motives to apologize:

1.	Decrease the suffering of others
2.	Restore the relationship
3.	Restore pride
4.	Relieve Guilt
5.	Avoid punishment

The four ingredients of an effective apology:

1.	Acknowledgment: 
Clear confession, accept responsibility, show understanding of the impact of the wrongdoing: this removes the burden from the receiver of the apology of wondering whether they are too thin-skinned/over-reacting.

2.	EXPLANATION: 
Justification can be very valuable to the receiver of the apology because an understanding of the circumstances of the wrongdoing and that this is not typically a reflection of who you are can be very therapeutic.  The receiver of wrongdoing often will say, “you owe me an explanation.”

3.	REMORSE
Communicate sincere regret/guilt/shame for wrongdoing.

The Power of Apology Segment 3 June 27, 2019

MindsetGo the Power of Apology June 28 Segment 4

Moving Forward after Conflict - July 4, 2019 Part 1

Emotional Intelligence, accountability, conflict resolution, Mindset

Moving Forward after Conflict July 4, 2019 Part 2

accountability, emotional intelligence, conflict resolution

Moving Forward after Conflict July 4, 2019 Part 3

Moving Forward after Conflict July 4, 2019 Part 4

Did you ever hear the expression you scratch my back and I’ll scratch yours? Seems so obvious right. You do something for me and I will for you. This is called reciprocity and it is an uncomfortable concept for many because we often don’t like to owe people favors and are worried about people having expectations of us. On this week’s podcast, Mark discusses what it means to be reciprocal. Is reciprocity conditional or unconditional? Often times, peoples’ expectations of reciprocity are unknown, discouraging us from using reciprocity as an influence strategy. Finally, a common complaint of companies is that they would like their employees to take more initiative. Find out what it takes to motivate people to take initiative using the correct mindset and tools of reciprocity.

IC 1 - 2 - 20 SEGMENT 1

Do you know hard it is to get a customer said the salesperson? Do you know how hard it is to maintain those customers said the customer service representative? The answer is it is incredibly hard to do both. But what about the unpopular question about firing customers? On this week’s episode of ICommunicate, Mark discusses these questions and how to deal with unrealistic demands, irrational customers, and how to replace them when its time.

ICommunicate Podcast #88: Firing Customers and Mutual Relationships

ICommunicate Radio Show #124: Addition By Distraction

In this week’s episode of ICommunicate, Joe Lyman joins Mark to discuss how to use empathy as a tool for influence and to neutralize negativity. 
Segment 1: 
We’ve all been through our fair share of stress and hardships even before covid showed up. How can internal and external factors affect our mental health and how can we grow from our experiences? How can we improve our connection with other human beings even when the going gets tough?
Segment 2:
When we or someone we know is in a rough patch, connecting with someone and finding solutions to the problem may seem impossible. What can we do as leaders to support other people when they need it? Why is it important that we promote vulnerability, and how does that improve our ability to be empathetic?
Segment 3: 
When a friend is feeling down, we usually feel the desire to try and find solutions even when we are so disconnected from the problem that there’s nothing we can really do. In these situations, how can we offer support? What’s the difference between empathy and compassion and how can we apply them in our day to day lives?
Segment 4: 
When people aren’t meeting our expectations, it may be tempting to react before understanding their side of the story. How can we use empathy to neutralize negativity, and how will that impact our ability to connect with people moving forward?

ICommunicate Radio Show #125: Empathy as a Motivational Tool

Welcome to the ICommunicate Podcast where we develop the mindset and provide communication strategies to foster confidence, emotional intelligence, as well as organizational, team, or personal growth. Our progress and improvement is not limited to a training session; it embodies a constant cycle of self-reflection and continued learning on individual and communal levels.

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