okay folks this is the "official" last episode of the verbal judo series. However, as i was recording these episodes i realized that there were three other smaller techniques that i wanted to cover but they didn't warrant episodes on their own. And i don't like doing an even numbered series so no episode 8! However, if you want this off the books episode, if you join my mailing list at Developing Leaders I will send it to you. All you need do is send me an email at ronh@developingleadersinc.com with off the books VJ episode in the subject line. I will take care of the rest!

Continuing our series on verbal judo, today we discuss the idea of abstracting up. Language is funny. There is concrete tangible language (words like dog, sidewalk, tree, table) and then there are these words that are abstract more idea or category based (canine, walking routes, forest, furniture). Where you can picture the first category of words in your mind easily, the second not so much or at least less so. Knowing the difference here is incredibly helpful when you face a problem in a conversation where you reach an impasse or roadblock. Often it feels impossible to solve the problem, navigate the conversation. However, if we learn to move up a level of abstraction, we gain the ability to engage with a wider conversational field. This wider field is still talking about the very same topic, it just offers us the ability to find new ways to navigate the conversation.

Here we are at part 5 in our series on verbal judo. Today change the tense. This will be a familiar topic for long time listeners as it was featured in the influence series back in July of 2022. But this cast goes a bit deeper into application. We cover more on when this technique is helpful and how to use it effectively to gain the space to navigate a difficult conversation.

Communication might seem simple, but the simplicity on the far side of complexity is my favorite. Simple unaware communication (or communication on the ignorant side of complexity), leads to less than outcomes. When we learn to understand how communication works, notice what is going on then have the skills needed to mold and shape it, we can create optimal outcomes. That is the heart of the argument behind the power of this weeks cast. Changing the frame is a powerful approach to guiding and shaping a conversation. Knowing how to do this requires a significant awareness and the ability to be conversationally flexible. Frames set the boundaries of a conversation. Recognize that once it is set, it becomes challenging to change it. In this cast we examine when and how to change or reset the fame.

In part 3 we explore how introducing process can not only save time and aggravation, it can provide you the ability to influence the effectiveness of the people and groups you interact with. This technique done well requires preparation as it is a highly proactive approach to communication. Trust me practice it and you will see a significant benefit in your group interactions

In our continuing series on verbal judo, this week we examine how to leverage we, us, and our to connect ourselves with another person in conversation. This simple subtle technique will help position your language as a collaboration rather than a confrontation and is incredibly powerful. Fortunately it is also very easy to practice and see results quickly

In this first cast of a new series, I was inspired by a recent project with a client in Oklahoma who wanted to know how to be more effective in communicating with their employees. This cast we start with common ground, a critical component of all conversations. When common ground exists we have a shared place to stand to begin building future agreement. Without common ground conflict is almost inevitable. In many conversations, this technique alone can work wonders on influencing the other person to come to an agreement. I won't get into the psychology of why but suffice it to say this is an influence superpower when mastered.

This cast is the second in a two part series on the peculiarities that employees sometimes use to avoid responsibility. Last week we looked at the Somebody syndrome, today the "they". You know what i'm talking about when a decision gets made and the employees grumble about it, they don't say executive John Doe made a stupid decision, no its "they" made a stupid decision here. It's as if by not mentioning the leaders name they can criticize without consequence. It reminds me of how Ricky Bobby in the movie Talladega Nights used the phrase, "with all due respect". We explore the reasoning behind this habit and how to address it in your organization.

In this episode I break down a fun concept called "somebody syndrome". This comes from a current client who shared this in a recent training class. Thanks "J" from AZ! I loved the idea and realized immediately that i needed to do a podcast on it. Here we explain what somebody syndrome is and then how to build an organizational cultural approach to overcoming it. Employees often have an approach to othering that creates challenges and underperformance. Our goal as operational leaders is to ensure that everyone is moving toward not just identifying how to maintain and improve performance but taking ownership of their part of this process. Next week we will cover the cousin of somebody syndrome, "The They".

this is the final cast in our series on contextual leadership leveraging the STARS model from Michael Watkins book The First 90 Days. If you haven't picked up a copy and read it, I highly recommend you do so! In this module we will examine what by all accounts may be the easiest leadership context Sustain Success. Here we have been promoted into a leadership position, replacing someone who has been successful in the role. We examine how to consider the context of the role and in doing so consider how to stand out positively to your team and not disrespect your predecessor. We look at the culture, the leadership style and the controls needed to master this important context.

The fourth episode in our series on contextual leadership. This is based on a model by Michael Watkins author of the important book The First 90 Days. In that book Watkins describes different leadership contexts that you may find yourself in. In this cast we look at the ReAlign context and explore the resourcing, leadership style, culture and control factors that you will need to be ready for. Arguably realign may be the easiest of the five contexts to master as it requires the least amount of radical change. There are some significant factors around culture and people that must be addressed for this context to be navigated correctly.

The third episode in our series on contextual leadership. This is based on a model by Michael Watkins author of the important book The First 90 Days. In that book Watkins describes different leadership contexts that you may find yourself in. In this cast we look at the Accelerate Growth context and explore the resourcing, leadership style, culture and control factors that you will need to be ready for.

This episode is our second on our series on contextual leadership. This is based on a model by Michael Watkins author of the important book The First 90 Days. In that book Watkins describes different leadership contexts that you may find yourself in. In this five cast we look at the Turn Around context and explore the resourcing, leadership style, culture and control factors that you will need to be ready for.

Hey everyone Sorry for the gap the last few weeks. I had a number of things going on that precluded producing a podcast. In this episode we begin a series on contextual leadership. This is based on a model by Michael Watkins author of the important book The First 90 Days. In that book Watkins describes different leadership contexts that you may find yourself in. I thought it would be fun to explore each of the contexts of his STARS model in the podcast and offer my interpretation of how to approach each situation. In this first of five casts we look at the Start Up context and explore the resourcing, leadership style, culture and control factors that you will need to be ready for.

There is a critical role for patience in the life of a leader. In this cast we explore the consequences of impatience then work through the actions you can take to increase your patience.

Face it we all do it, we have our favorites. Maybe they are the go to people for projects, overtime and problem solving. Maybe they are the employees you like visiting in your facility. You have an easy relationship with them, you can laugh and let your hir down a bit. But what is the consequence of doing this. You are literally playing favorites. Most of us think that playing favorites is something we would never do. Our intent is to treat everyone well with respect. And yet, you are inevitably treating some of your employees in a less than manner. You may argue but they don't perform the same, i have to hold them accountable. Yes you have to hold them accountable, no argument there. And perhaps the perception of those less than employees is that you are playing favorites because well you are. This cast is a must listen if you want to create a fair respect based culture. You will learn how your in group creates the feeling of favoritism despite your noble intent. It also offers a straightforward way to overcome this accusation by your employees.

Not everyone has a growth mindset where they intentionally want to learn and grow. Rather many people operate with self imposed barriers to growth. Have you ever heard some one say Im terrible at math, or I can't draw. This mindset is seriously debilitating. In this cast i will walk you through couple of simple yet powerful tools in how to break through when talking to others.

It can happen to any of us, that sense that things are just not tied down. We have this sense that we are not in control, maybe that things are spiraling and we can't stop it. It can happen to any of us. The question is what to do about it. There isn't a need to worry about it if we have an action plan to addressing the sense of loss of control. In this cast I share with you the steps i take and recommend for overcoming this fear.

This cast may at first glance seem off point from our normal conversations but i assure you that is not. Every manager needs to develop a respect based perspective where we overcome the unconscious biases that can get us in trouble. In this cast we explore how to uncover your unconscious biases and then overcome them.

Sorry everyone I thought i had this cast on auto launch but no... So here is last weeks cast. In our continuing series on fears of new supervisors this weeks cast digs into the ultimate fear, the unknown. Actually this one shouldn't be a significant fear and with diligent preparation it will fade into nothingness. But we have work to do to get there. This fear is based in our own personal ignorance and the way through is to eradicate the ignorance. Face it there will always be things we don't know and we will be concerned that what we don't know will hurt us. This cast will offer practical advice to move deliberately through this fear toward confidence.