MindsetGo Podcast

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?

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?

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?

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?

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?

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?

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?

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?

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?

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?

In this episode of ICommunicate, MindsetGo President and Founder Mark Altman is joined by Michael Ferguson to discuss how embracing change leads to a more positive and productive company culture, encouraging feedback from employees, and monitoring the engagement level of our teams. Segment 1: What can often prove more difficult than changing a habit is recognizing what needs to be changed in the first place. How do we know when something about our attitude or behaviors needs to change? What awareness can we gain from taking the time to self-reflect on our own actions and productivity? Segment 2: With only so much time in a day, we're faced with the daunting task of deciding what takes priority and what gets pushed to the wayside. Where should team engagement be on that list of priorities, and how can we fit the time into our schedule to check in on them? How do we shift our attitude around team engagement check-ins from tedious and time consuming to productive and fulfilling? Segment 3: One of the most difficult aspects of change is embracing a new mindset rather than just viewing it as “necessary.” How can sharing challenges with our kids help to teach them about empathy and the process of problem-solving? Why should leaders be excited about the opportunity to meet with their teams and check in on their engagement? Segment 4: Far too often, company culture is an aspect of a leader's job that isn't prioritized nearly as much as it needs to be. How can we ensure that people within our teams are communicating and engaging with one another, including remote workers? How can productivity be negatively affected when we don't prioritize company culture?

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.

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?

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?

In this episode of ICommunicate, Company Founder Mark Altman is joined by Chill Executive Officer of LEAD, Kyrah Altman, to discuss how nonprofits can generate leads through intrinsic motivators, differentiate from other organizations through vulnerability, and remain self-reliant for funding, all without diminishing their value or sacrificing their mission. Segment 1: When people think of nonprofit organizations, one of the biggest questions that come to mind is: how do we sustain success through self-reliance? How do we convince people that donating money towards a nonprofit is a worthwhile investment? How can salespeople serve human needs as opposed to selling a service? Segment 2: Every sale begins and ends with a story -- one of hope, determination, passion, and eventual triumph. How can we relay these stories to potential leads in a way that demonstrates the value of our product and our team, ultimately influencing their decision to do service with us? How does unconditional vulnerability affect a client's perception of our business? Segment 3: Running a nonprofit organization becomes especially difficult given how rapidly employee wants and needs are developing -- nonprofits can't always keep up with the benefits that people expect. What can nonprofits do to make potential employees understand the intrinsic value of working for them? How can nonprofits handle and build off of rejection without altering their mission? Segment 4: Although nonprofits tend to shy away from the same tactics that salespeople use, it is still essential for them to educate people on what makes them unique and valuable. How can nonprofits offering up free samples of their product or service generate clients without diminishing the value of the organization? How can we stay determined through failure and know when to adjust our differentiators?

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?

In this episode of ICommunicate, Mark Altman is joined by Ben Brearley, a Leadership Coach, Trainer, and Consultant with over 15 years of leadership experience. They discuss what it means to be a thoughtful leader, in addition to the challenges that may impede long lasting influence and change. Segment 1: When can a leader be certain that they've made a lasting, positive impact on the person that they're coaching? Why is it so essential that coaches avoid using the righting reflex when problem solving with a colleague? Segment 2: It's one thing to consider ourselves a thoughtful leader, but another to embody what that actually means. What does it mean to be a thoughtful leader? What does a “thoughtful” conversation look like between a leader and their team, and how can it lead to necessary reform in company culture? Segment 3: There's a huge difference between “communicating” and “communicating with intent” that not all leaders recognize. Where does the motivation to continue learning come from, and how do we fuel other people? What are some leadership tools that we may be overlooking? Segment 4: It's inevitable that leaders will find themselves in positions that no toolkit can fully prepare them for. In those moments, how can we adapt and find new solutions on our own? What is the tall poppy syndrome, and how can it affect the morale and performance of your team?

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?

In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, is joined by Marlyn Feliciano, and they discuss how to shape team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries and how to hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake? Segment 1: We're more than leaders, we're role models -- we should expect them to take our behavior to heart and hold us to our world. With that in mind, how can we shape our team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries? How can we turn around our workplace culture when people feel uncomfortable in that environment? Segment 2: When we're not getting a productive response out of a coworker, a member of our team, or somebody that we're trying to network with, the problem becomes managing our emotions and adapting to their preferred method of communication. How can we hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake? Segment 3: Holding people accountable can be like walking around glass, given how difficult it is to avoid coming off as stern or demeaning. What strategies around mindset can we employ that will make delivering and receiving feedback feel as though it's coming from a place of empathy? How can we be assertive by leading with curiosity, as opposed to leading with emotions? Segment 4: An underrated, but essential, habit of an effective leader is to employ proper selfcare -- we can't expect other people to trust us until we first trust ourselves. How can we make ourselves aware of the value we add towards our team and the work we do? How can we create reasonable expectations for ourselves that promote self growth and empowerment?

When you are criticized, how does that feedback affect your thought process and your choice of response? In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, discusses the Will Smith Oscar incident and how to respond before we react to effectively manage our emotions and model the right behaviors. Segment 1: One of the most difficult skills to develop is responding rather than reacting. What are some key awareness's whenever we feel overwhelmed with our emotions? How can we develop the patience to think before we speak, even when we feel especially compelled to lash out? Segment 2: Far too often, we make blanket-statement value judgements, which simply aren't true, before realizing how those remarks may be a trigger for people. What should we be asking ourselves before offering a potentially harmful opinion? What strategies can we utilize to manage our emotions? Segment 3: When we're being criticized by someone, our first instinct in many cases is to defend or explain ourselves -- but is that the best course of action? What other strategies can we rely on in the heat of the moment so that we manage discourse in an acceptable and productive way? How can we reel ourselves in when we feel that our emotions are getting the best of us? Segment 4: Have you ever considered how tied to your goals you are? Are you able to incentivize and motivate yourself, or are you driven by consequences? What are the setbacks of a consequence-driven mindset, and how does that affect the relationship between leaders and their teams? How can value judgements impact our relationships and the way we communicate with people?

In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, is joined by Susan MacConnell, a LinkedIn lead generation strategist and creator of The Client Connectorᵗᵐ method. Susan is also the president of Diversified Sales Solutions, which compliments her sales career that spans over 20 years. They discuss strategies to leverage LinkedIn to make a good first impression and simple content strategy ideas on how to secure meaningful connections. Segment 1: Being self-enterprising through LinkedIn or other social media outlets is something we know we should be doing, but it often feels like a daunting task. What kind of first impression should we be setting for potential connections? What strategies can we use so that we're getting the most out of LinkedIn and the connections we're making? Segment 2: We're often under the impression that engaging over messaging takes an incredible amount of skill -- but all it really takes are a few engaging questions. What strategy should we be entering conversations with over LinkedIn messages that will engage our connections? At what point during the conversation have we earned the right to sell our product or service? Segment 3: With LinkedIn, we only have one opportunity to make or break a potential connection -- so we better make sure we're making the best first impression that we can. How can we gauge what the best approach is for a potential connection based on their profile and our toolkit? What parts of our LinkedIn profile should we prioritize when editing our page? Segment 4: We should be viewing our LinkedIn as a reflection of ourselves and our assets, creating a sales pitch all in one spot. How should we organize our profile to effectively build credibility and advertise our skill set in an engaging and seamless way? How can we create opportunities for interaction that don't feel agenda-driven?

In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, discusses three level of self-awareness around setting and managing boundaries, the importance of avoiding the righting reflex, and creating rules of engagement for your team and company culture. Segment 1: The most difficult part of preventing somebody from crossing a boundary is understanding the root cause of why they did so. How do we identify, for ourselves and for others, when a boundary is being crossed? What are the three levels of self-awareness and how do we apply them when we suspect that a boundary has been crossed? Segment 2: When approaching conversations around crossing boundaries, we get so hung up on potential negative outcomes, that we feel there's no chance the conversation can be productive. Why should we still allow ourselves the opportunity to have these discussions, even if we think they're futile? How can we understand the intent behind somebody's decision to cross a boundary? Segment 3: Throughout our lives, authority figures have told us what we're doing wrong and why it's wrong -- far too often, there's no room for dialogue. How can we, as effective and inspiring leaders, allow the floor to our employees in a way that is productive for both parties? What's the difference between an assessment and an assertion, and how can they impact your ability to set the tone for a conversation? Segment 4: When somebody has crossed a boundary, we often see it as a one-sided problem. In fact, there are ways to turn the conversation so that both parties walk away satisfied with a fresh, valuable understanding of the issue. What is A-Prep, and how can it be an extremely valuable tool in garnering understanding from the person you're talking to? Why are we so afraid to ask other people what they want and need from us?

In this episode of ICommunicate, Tracy Burns, CEO of Northeast Human Resources Association (NEHRA), joins Kyrah Altman, Chill Officer of LEAD to discuss how to promote an environment that inspires vulnerability and collaboration as well as manage an employee's recovery for setbacks like burnout and indecisiveness. In 2017, Tracy was featured in Boston Business Journal's series “Women of Influence”. A sought-after expert in “all things HR”, Tracy is often quoted in local and national media outlets and has been featured on various industry-related podcasts, including The Hennessy Report and HR Rebooted. Segment 1: With workplaces needing to adapt to changing Covid policies, HR leaders have the opportunity to guide employees through difficult times. How can HR dissipate the fear of employees and feed into a transparent culture? What resources and tools can we offer employees to prevent burnout and increase engagement? Segment 2: In HR, it's essential that we avoid blanket solutions for problems, and instead treat every employee as independent. How can we ensure that employees feel comfortable collaborating with HR on solutions to their problems? How can leaders help their team recover from burnout? Segment 3: With awareness of workplace culture and ethics increasing over the past few years, the job market is shifting in a way that allows employees more leverage. What's the power in changing the language we use in our company culture, and how can that improve attitudes in the workplace? Why is it significant, now more than ever, that we allow employees the right to make mistakes? Segment 4: We've witnessed an unprecedented uptick in people questioning their satisfaction in the workplace. It's time for leaders to help their teams find out what decisions are best for them. How can we motivate employees to feel as though they are making a significant contribution to the company as well as their own wellness? What behaviors should we be modeling to improve company culture?

When leaders go into problem-solve mode with quick-fix solutions, they often end up solving the wrong problem. In this episode of ICommunicate, Founder of MindsetGo, Mark Altman, addresses how leaders can stop enabling and start empowering their teams to develop essential problem solving skills. Segment 1: When we're upset about a circumstance that we feel is out of our control, the last thing we want to hear from somebody is how our misfortune is actually an unrealized advantage. However, that might just be the case. How can we adjust to an advantage mindset? How can we grow and truly see the benefit of mistakes? Segment 2: What's the three-step formula to giving feedback that will empower and motivate your employees? What do our past experiences and downfalls have to do with how we support our team while they overcome their own problems? Segment 3: Far too often, we find ourselves blaming other people or circumstances for our own problems. How can a little self-reflection open our eyes to what's really going on when we get upset over something? How can you empathize with somebody without agreeing with them, and how can that be a powerful tool of influence? Segment 4: One of the biggest compliments you can receive as a leader is when a team member feels comfortable sharing a grievance with you. What practices can we adopt to get to that point with our teams? How can we dismantle the illusion of a workplace hierarchy within an employee so that they feel comfortable being vulnerable with their leaders?

In this episode of ICommunicate, Founder of MindsetGo, Mark Altman, discusses why leaders waste so much time having repeat performance conversations and how to problem solve while developing a team of critical thinkers. Listen and learn how to motivate people to change habits through cooperation and not compliance. Segment 1: When pushing for change in company culture, it's essential that we're able to influence other people by helping them recognize the need for change. How do we get cooperation from our team instead of just compliance, and why is it important to distinguish between the two? How can we inspire our team to want change, as opposed to it feeling forced upon them? Segment 2: The standard power dynamic in any workplace is: boss tells employee what to do, employee follows through -- but is that the optimal form of leadership? How do we shift the workplace culture in a way that promotes psychological safety and empowers our teams to speak up? What does it mean to be victimized, and why is it becoming an increasingly relevant topic? Segment 3: A key attribute that optimal leaders should strive for is the ability to empower employees enough to where they feel comfortable problem solving on their own. How can we frame feedback with our teams in a way that gives them the room to think critically? How can “asking for permission to help” in a situation give your employees the fuel that they need to advocate for themselves? Segment 4: What leaders often fail to recognize is that when their employees ask them for help, it's because they're striving for perfection. How do we construct conversations with employees to instill confidence as well as empowerment in them? How should we react to employees when they deflect a request of ours with excuses?

Shawna Rosenzweig, Chief Strategy Officer at Camp Fire HQ in Seattle, WA, joins Kyrah Altman, Chill Officer of LEAD and shares her experiences supporting teams in building trust, structure, rhythm, and resilience in a remote workplace setting. With employees all over the US, Shawna shares her communication, leadership, and managerial best practices and tips for fostering connection, inclusion, and trust-building in a remote workplace setting. Segment 1: Despite the normalization of remote work, we still call into question the efficiency of communication, and whether or not meaningful connections can be made. How does a hybrid workplace affect employee relationships as well as their sense of belonging? Should we feel threatened by the influx of employees shifting to remote workplaces, or are there opportunities that we have yet to uncover? Segment 2: As humans, we're bound to slip up and cause somebody else discomfort. However, this problem can become even more complex when it comes to remote work. How can we create safe spaces for our team to speak freely about inclusivity, and how can that foster trust and empathy within your team? How can we create opportunities outside of work for our teams to celebrate each other, ensuring people feel appreciated and recognized? Segment 3: It's ironic how one of the greatest benefits of remote work happens to also be an impedance; that being, employees have more freedom over their own schedules. What behaviors should leaders avoid doing that may be impeding the productivity and wellness of our teams? How can scheduled downtime lead to an influx of creativity and production? Segment 4: The online workplace is an ever-evolving landscape, where a variety of people, all under different circumstances, must choose to either adapt to or resist the inevitable. As leaders, where is our place in this equation, and how can we ensure all team members are accounted for? What advice should leaders offer their teams in regards to the often-messy communication of a hybrid workplace?

In this episode of ICommunicate, MindsetGo Founder Mark Altman, is joined by his daughter Kyrah Altman. Kyrah is the Founder and Chill Executive Officer of LEAD, which specializes in mental health and DEI based education for HR professionals and leadership teams. Mark and Kyrah discuss how to facilitate conversations where employees speak up for what they want and need and how to proactively prioritize mental health in the workplace. Segment 1: With mental health becoming a more critical component of workplace culture, it's important to understand the factors that play into it now more than ever. What's the difference between mental health and mental illness, and why is it crucial that we make a distinction between the two? How can being knowledgeable on the topic of mental health contribute to a more positive work atmosphere? Segment 2: We can't change the culture of our workplace overnight -- it takes time, dedication, and most of all, vulnerability. How do we shift the priorities of ourselves and our team to embrace conversations about health and wellness? How do we set the stage for these conversations so that they benefit even the most stubborn employees? Segment 3: As leaders, one of our greatest fears is being presented with a question or request that we don't have an answer to. Does admitting that we don't have an answer always reflect poorly on our ability to lead, or is there room to flip the narrative? What makes being vulnerable so hard, and how can we surmount those mental and emotional barriers? Segment 4: What is arguably more important than the insight leaders can offer their teams is the perspective that employees share with their leaders. What steps can we take proactively to give our employees the opportunity to be vulnerable, so that they don't harbor any grievances until they reach their breaking point? When in the heat of these conversations, what steps can we take to uncover the root cause of their frustration, and how can we address it?

In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses the critical first steps to retaining individuals within your organization and how to facilitate a conversation that gets people comfortable sharing their true feelings about their level of engagement and satisfaction. Segment 1: With no end in sight for the Great Resignation, it's essential, now more than ever, that we communicate with our teams and set expectations. Have we improved our sphere of influence to the point where we can influence outcomes? If not, how can we get to that level? What are the fears that are preventing our employees from communicating with us? Segment 2: One of the best traits of a leader is the ability to provide our teams with the platform to speak freely and feel comfortable doing so. How can we shift our company culture so that everybody feels like their voice matters? Is there a tangible way to measure the productivity and engagement of our employees? Segment 3: When our teams raise a concern, we often deflect them with band-aid solutions that only fix the problem in the short term. How can we address the long term problem and create a process to ensure the problem doesn't recur? How can we ensure psychological safety for our employees, so that they feel comfortable advocating for themselves? Segment 4: Leaders, why do we react to problems only when our backs are against the wall instead of tackling them before they get out of hand? Why should we consider “stay interviews” just as important as leave interviews?

Do you use empathy as a tool to retain employees? In this episode of ICommunicate, Mark Altman explains how utilizing empathy can be an essential factor to strengthening relationships and reversing “Great Resignation” trends. Segment 1: Not enough people take the time to reflect on how emotional intelligence, and especially empathy, can improve their abilities to sustain relationships and think critically, among other skills. What are the benefits to leading with empathy, and how can we prove that it's working? Segment 2: When a team member doesn't meet a leader's expectations, there's often a reason for doing so beyond that they're just out to annoy you. Are you using empathy as a tool of influence, or a means to motivate people to act differently? Segment 3: In the heat of a conflict, how can we be self-aware enough to ask questions rather than accuse and deflect? What is “conversation stacking” and how can this technique bring out authentic empathy within us as well as lead to solutions? Segment 4: Too often, we allow ourselves to forget that in order to properly take care of others, we must first take care of ourselves. What are the benefits to empathizing with yourself, and how can doing so affect your ability to lead and influence your team? When our team envisions their ideal leader, what qualities come to mind?

Operational, finance, and sales goals aren't enough. As we reflect on 2021, it's time to set goals around habit development and mindset. In this episode of ICommunicate, MindsetGo Founder Mark Altman, discusses how to prioritize goals to manage yourself and in turn more effectively lead others. Segment 1: Are you going to let your New Year's resolutions stay ambitions, or set tangible goals that are within reach? How can we seamlessly incorporate S.M.A.R.T. goals into our daily lives? What's the benefit to setting goals around habits as opposed to outcomes? Segment 2: We can't achieve a goal if we don't take the proper time to reflect on the obstacles preventing us from reaching it. What is the danger of FOMO, and how can we turn that fear into opportunity? How do we get people to understand the benefit of reserving time in our day for self-reflection? Segment 3: Part of the process in habit change is asking for and reflecting on feedback from our peers but getting honest answers from them never seems easy. What are the consequences of not being aware of how others perceive us? What are strategies we can use to get genuine feedback from our team? Segment 4: What do we do when our peer's perception of us doesn't match what we want them to think? How can we recognize our blind spots and develop a roadmap to overcome them? What are our biggest fears headed into the new year, and how can we put ourselves in a position to best them?

In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, discusses how the phrase “Common Sense” interferes with having an open-mind, problem-solving, innovation, employee engagement and psychological safety. Listen and learn how to use curiosity and emotional intelligence to improve your communication. Segment 1: Habits and behaviors that are innate to us may not be so obvious to people around us, which makes it so important for us to understand where people are coming from. What is the difference between societal etiquette and common sense? What is the mindset that makes up “common sense,” and how can we ensure that we're making the best decisions that we can in a given situation? Segment 2: Although we've spent our entire career building up essential work and life skills, there are bound to be important things that we lack proficiency in. What skills should be “common sense” for us to know at this point in our lives? What makes a habit or behavior “common sense” to know? Segment 3: As leaders, we need to understand the weight and significance of telling our team “I don't know.” Is it a detriment to tell that to our teams, or is there a benefit to admitting to our teams when we don't have answers? What is the best way to motivate our peers into changing a habit or behavior? Segment 4: Empathy is an extremely powerful tool that can often be the deciding factor in whether or not we influence somebody else. How can our usage of empathy shape the way people interact with us? When we're unsure what the level of experience is of the person we're working with, how can we ask clarifying questions in a way that isn't condescending?

In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses barriers to advocating for yourself and your team, how to be assertive when setting boundaries and expectations, and the consequences of internalizing your emotions in the workplace. Segment 1: Do you have an open-door policy because you genuinely believe in it, or do you just think it's necessary? How can we remove the open-door policy, but still be available and present for our team? What kind of boundaries should we be setting with people in and out of the workplace to ensure proper work-life-balance? Segment 2: Despite the positive intentions of an open-door policy, it can lead to a lot of wasted time between us and our teams. How can we provide our teams with the tools and knowledge to take care of their problems as they arise, so we have more time to focus on our own responsibilities? What strategies and processes can we introduce to our teams to ensure that our time is being used efficiently? Segment 3: We know that an open-door policy isn't always ideal, but what other strategies or processes can we put into place as a substitute? How can setting levels of urgency and modes of communication make problem solving a much more seamless process for you and your team? Segment 4: As leaders and role models, we have to recognize that our behavior is infectious, which makes communicating effectively such an essential responsibility. What kind of culture are you creating for the workplace, and how can you adjust to ensure that everybody is in a position to succeed? What kind of input from our team should we be assessing in regards to our open door policy?

In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses barriers to advocating for yourself and your team, how to be assertive when setting boundaries and expectations, and the cost of internalizing your emotions related to your happiness, motivation, and engagement in the workplace. Segment 1: There's a perceived thin line between “complaining” and “educating,” but can you say what separates the two? What's the reward for speaking up against a decision that you feel is wrong? Why should we be treating advocating for ourselves like a personal sales pitch? Segment 2: We can't control how other people are going to react to us, but we can control our ability to influence people. Can you identify what makes you unhappy about your work and personal life, and understand the root cause of those frustrations? What is the difference between being assertive and being aggressive? Segment 3: There are countless problems that could have been avoided if people had taken the time to stop, think, and ask meaningful questions. What internal and external obstacles are preventing us from having difficult conversations about advocacy? How can we discern when there is an opportunity to advocate for ourselves versus when there isn't? Segment 4: If we want to communicate our thoughts and feelings in a way that changes the perspective of the person we're talking to, we have to have a gameplan. How can we gauge the success of conversations about advocacy? What communication strategies should we have in mind heading into these conversations?

In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses what “Reverse Influence” is, the impact it has on yourself, your team and your company culture. Learn how to become a positive dissenter to disrupt thought processes in your environment. Segment 1: As role models, we must be aware of how contagious our attitude is, as it ultimately affects your team's morale. What does it mean to be a “reverse influencer,” and how does it affect your relationship with your team? How can we use the elephant in the room technique to address reverse influencers? What behaviors should we be normalizing within the workplace, and what doesn't belong? Segment 2: If a leader doesn't have the right mindset, it could potentially be detrimental to the team's productivity and engagement. How can we reverse engineer our mindset to remain positive even when the going gets tough? How can we change our mindset from being a “reverse influencer” to a “positive dissenter”? Segment 3: Our teams don't always agree with our decisions, which makes communicating with our teams about them so critical. How do we discern our role and the role of our team in these discussions? How can we ensure that our team feels supported even when it's a decision they don't agree with? What is the risk of being a positive dissenter? Segment 4: As leaders, it's essential that we maintain a positive working environment. How do you recognize when you are becoming a reverse influencer? What are some coping skills that you can model for your team to prevent a toxic work environment?

You can't control people, but you can influence their feelings, thoughts, and actions. In this episode of ICommunicate, MindsetGo President Mark Altman discusses simple steps leaders and parents can take to influence people in their sphere of influence. Segment 1: We've all heard the phrase countless times now: “control what you can control, and forget about what you can't,” but in reality, it isn't as simple as that. What aspects of our lives do we really have control over, and what are areas that we don't? How can we recognize what our sphere of influence really is, and what steps can we take to improve it? Segment 2: Oftentimes, when we can't get our way in a conflict, we assume our backs are against the wall and we're out of options. How can our tone and line of questioning increase our sphere of influence? What mindset should we have going into these difficult conversations? Segment 3: When having difficult conversations, it's essential to have a process and template to use to measure your success. What does a “process” for these conversations look like? After having a conversation with an employee regarding habit change, how can you tell that it was successful? Segment 4: Having repeat conversations with somebody about habit change can be frustrating, but with the right plan, the process can be made much more seamless. How many conversations should we expect to have with someone before they change their habit? How should we be reacting to setbacks while they develop a new habit?

In this episode of ICommunicate, new MindsetGo coach Patty Burke joins Mark Altman to discuss how leaders can become effective coaches, what gets in the way of being a good coach and how coaching starts with managing yourself. Segment 1: As easy as it sounds to put ourselves in another person's shoes, not all of us are prepared to put ourselves in the mindset to do so. What are the qualities that determine an effective leader and coach, and how do we know that we possess those qualities? Why is it so hard to put ourselves in another person's shoes, and what can make it easier for us? Segment 2: “Be mindful” is a phrase we hear day in and day out, but what does that actually mean? What are the benefits of mindfulness, and how does it apply to different aspects of our lives? What questions should we be asking people who seek change in their lives to motivate them and get them to understand what the root cause of their insecurities or problems may be? Segment 3: Leaders, we have to stop expecting our team member's habits to change after one, long conversation -- but what is the alternative to that? How can we make habit change manageable for our employees, so that check-ins don't waste our time or theirs? Why is it important for us, as leaders, to get our employees to understand their own problems, as opposed to us spelling them out for them? Segment 4: We're an outcome-driven society, where our priority by the end of the day is to hit our numbers -- but what about every other aspect of our lives? Why should we shift our mindset to prioritize processes and development instead of outcomes? Each and every one of us has some internal motivation that drives us to do what we do -- can you identify what those aspirations are in each and every one of your teammates?

In the frantic need to hire more people, the group we often forget to attend to are the folks who stay — those showing up day-in and day-out shouldering the work that needs to get done. Think about what these people — the ones who are here, working for and with you — need now. In this episode of ICommunicate, Mark discusses how to use “Stay interviews” and other retention strategies to assess needs and wants, engage, appreciate and recognize the loyal employees who have stayed. Segment 1: When we spend enough time and effort reacting to people who are in need, the people who have been most loyal to us can fall by the wayside. How can we show our appreciation to the employees who have been loyal to us, and why is it important that we consistently do so? What are “stay interviews,” and why should we be initiating them? Segment 2: Part of your job as a leader is to consistently check in on your team and gauge their engagement with the company. What questions can we ask members of our team to understand their values and how they align with the values of the company? If a team member has a concern about their future with the company, how should we address it? Segment 3: So much of leadership comes down to the mindset and behaviors that you're modeling, given that your attitude towards work will be especially contagious? What strategies can we use to ensure that our team feels like they're making significant contributions to the company, and that they're meeting expectations? When somebody feels like they can't be a part of the team anymore, how should we react to that? Segment 4: When somebody feels like they don't belong in the company anymore, we have a few options at our disposal. What are those options, and how can we assess which one will work best in our given situation? What questions should we ask to understand the root cause of our team member's concerns regarding their future with the company?

In this episode of ICommunicate, Robert Bush, a Sales Leader from Connection, once again joins Mark Altman to discuss critical steps to be self-aware of heading into habit change conversations and how to get people comfortable sharing their truth about where they need help. Segment 1: Integrating learning and development training into our workplace culture is much easier said than done. How can we educate people about the importance of self-reflection and evolving from their mistakes? How can we make time in the day for learning and development, and how can we sustain a positive attitude towards it? Segment 2: Developing the skill set to self-reflect and accurately identify your strengths and weaknesses is a challenge in and of itself, let alone teaching someone else how to do it. As leaders, how can we identify trends in our employee's behaviors that need to be addressed? When should we intervene and talk about habit change with them, and how can we facilitate change? Segment 3: As leaders, we understand that one of the most difficult challenges that comes with leading our teams is maintaining a positive outlook. How can we maintain a positive attitude without feeling as though we have to fake it? How can we adjust our mindset to look at difficulties as a metric of improvement rather than a hindrance? Segment 4: The unfortunate truth regarding conversations around habit change is that there's not a single, sure-fire solution -- some people may be more resistant to change or admitting their faults than others. How can we prepare for these conversations, ensuring that our approach derives from a place of humility rather than authority? How can we adjust our mindset so that we have a proactive outlook on work/life, and how can we make that attitude contagious?

In this episode of ICommunicate, Mark discusses how to use a tool to assess yourself, compare yourself to your peers/competitors, and also to find career growth opportunities. Segment 1: If somebody were to ask you what your greatest strengths and weaknesses are, would you be able to tell them with confidence what those are? How can we determine what our greatest strengths and weaknesses are? Who should we be approaching to gather feedback? Segment 2: We all have unique strengths that differentiate us from our peers, but determining what those are is often challenging. What strategies can we use to generate feedback for ourselves? What questions can we ask to understand what our positive and negative blind spots are? Segment 3: In your process for determining success, are you identifying areas that you're improving on, or just focusing on outcomes? What questions should we be asking ourselves to identify our weaknesses? How can we build confidence in areas of our personal and professional lives that we believe we struggle in? Segment 4: Often there are opportunities for us to take advantage of in our personal and professional lives that we don't see as obvious. What questions can we ask ourselves to recognize the opportunities around us, even when it seems like there aren't any? What is the difference between internal and external threats, and how can we identify and act on them?

How can you set clear boundaries at work and still feel like you are a team player? In this episode of ICommunicate, Mark discusses how to recognize what you expect of your boss, your peers, your direct reports, and meaningful personal relationships. Learn how to differentiate between a request and expectation and how to get to the root cause of what you truly expect of others. Segment 1: We often create expectations for people that they are unaware of, and subsequently become disappointed when said expectations are not met. How can we clarify those expectations and avoid future let downs? How does detail orientated communication play into expectations? Segment 2: The breakdown of communication can be narrowed down to three factors: unclear expectations, core values, and ambiguity. When communicating with others, we must consider three questions: What expectations are we setting, and what are the rules for creating them? How do we clearly communicate our core values? And finally, how do we remove ambiguity and achieve clarity? Segment 3: Just because we believe we communicated our expectations effectively, doesn't mean that the receiver of that information perceives it in the same way. How does setting and managing clear and attainable expectations impact the workplace? What are the two simple steps in eradicating the; “I told them what I want, but they don't listen,” mindset, and how do we benefit from correcting it? Segment 4: Think about how you define your expectations; Are you clear in what you want and need? How can we balance accountability and empathy in a conversation? How can we allow room for “effortless empathy” in conversation through the application of introspection?

In this episode of ICommunicate, Robert Bush, Senior Director of Sales for Connection, a Fortune 1000 company, joins Mark to discuss how to recognize complacency in salespeople, options to motivate and re-energize them, and how to hold your sales team accountable. Segment 1: Too often, salespeople become satisfied when they hit or exceed their quotas, causing a complacent mindset. Why can this mindset be dangerous, and how can we overcome it? Is motivation something that is inherent, or can we teach it? Segment 2: As salespeople we don't always have full transparency about how our customers feel about us, our product and our company. What strategies can we use to find out how our customers truly feel about us? What example should we be setting to ensure a culture of honesty in the workplace? What does it mean to “build a bank of equity,” and how will doing so benefit leaders and their teams? Segment 3: Sometimes certain members of our team may be hitting quotas, but fail to meet other expectations. Allowing this behavior can lead to a toxic workplace environment, as other employees may develop a resignation mindset. How do we determine creative rewards and consequences to motivate employees to strive for goals beyond the bottom line? What does it mean to “manage fearfully” and is it harmful or helpful to our team? Segment 4: Motivating employees who are sales-driven can be difficult, especially when they don't feel incentivized to improve in other aspects of their job. What can we offer to these employees to encourage them to adopt emotionally intelligent habits and behaviors? How can employees who fall under this category hinder the development of the rest of the team?

Can you distinguish your personal identity from your professional one? In this week's episode of ICommunicate, Mark discusses the limitations that come as a result of having a resignation mindset as well as how to take control of the work-life balance issues that make your job feel toxic and overwhelming. Segment 1: For a lot of us, taking a 30-minute break every day is something that we can't afford to do. How is it that shifting our mindset as well as reconsidering our priorities can lead to a healthier work-life balance? How can we reassess our schedule and set goals regarding how we manage our time? Segment 2: Think about how many times you've had a conversation with somebody new, and your career was a focal point of the discussion. At what point should we become concerned about our jobs determining our individuality? How much control do we have over our identity, and does it need to relate to our career? Segment 3: When we get out of the office, finish checking our emails, and go home, we can rest easy knowing that our work for the day is done… right? Why is it that our personal lives are so deeply linked to our careers? How can we gain the awareness to recognize when our work is taking over our personal lives to an unreasonable extent, and what can we do about it? Segment 4: If there was ever a time to reassess our identity and how it relates to our careers, it's now. Have you taken the time to reflect on your identity, goals, and relationships, disconnected from work? How can we remind ourselves that our identity is not limited to our job, and discover that we have valuable qualities that would make us effective in other industries or hobbies?

In this week's episode of ICommunicate, Mark dissects the phrase “Never Give Up.” He discusses why that advice is often flawed, when it can be great advice, and what needs to accompany that advice to help develop the core competencies of resilience and grit. Segment 1: What kind of message are we sending to people when we tell them not to give up, and how does it affect their confidence and productivity? What strategies can we turn to when we feel the urge to give up on a goal that we've set? Segment 2: As leaders, it's our job to model engagement and tend to the morale of our team. How can we ensure that our team is motivated and self-driven? If our team fails to meet its goals, how can we adjust without hurting the confidence of our team? Segment 3: Sometimes we're faced with situations in which there are plenty of red flags that warn us to give up on something before proceeding with it. What red flags should we be looking for before making a decision and how do we know whether we should back out or follow through? Segment 4: When we get overwhelmed or stressed with our work, it becomes incredibly tempting to give up and walk away. When the going gets tough, what strategies can we use to pull ourselves back to reality and find the motivation to continue working? At what point, if any, should we give up on our goals and set new ones?

In this episode of ICommunicate, Mark discusses how to determine if meetings are necessary, what makes an impactful meeting, how to make meeting or email communication relevant, and how to capture the attention of your meeting participants. Segment 1: When a meeting is called, the question on everyone's mind quickly becomes: Is this meeting really necessary, or is this something that can be accomplished through email? How can we make meetings more productive and collaborative, ensuring that the meeting was well worth the time? How can we provide engaging and insightful emails that our employees are sure to read? Segment 2: Far too often, we hold meetings for things that could have been resolved through an email. How do we determine when it's worth holding a meeting versus just sending an email? What are some other ways we can share information with our team either leading up to a meeting or in place of one, allowing us to make the most of our time? Segment 3: When calling a meeting, does everybody on your team understand their role in the conversation? What should we be including in an email to our team prior to a meeting? How can we set up our team in advance so that they come to the meeting prepared to contribute? Segment 4: Believe it or not, optimizing your meeting time frees up you and your team so that you can make the most of each and every day. How is it that creating a game plan for meetings can lead to an abundance of extra time to do other work? With all of this newfound time, what should we be prioritizing?

In this week's episode of ICommunicate, Mark discusses how to assess a leader's level of emotional intelligence during an interview. He discusses what questions to ask to ensure that their core values aligned with the company, how they deal with change, how they respond to adversity, and what behavior they model. Segment 1: Before we can interview potential leaders about their value and emotional intelligence, we need to know what steps to take to ensure that our interviewee will be comfortable and transparent. How can we ensure that a candidate that we're interviewing has a psychological safety net? How can workplace culture influence the outcome of an interview? Segment 2: Time is valuable -- and with only so much time to interview a candidate for a leadership position, we need to know what questions to ask to reveal the most we can about their level of emotional intelligence. How can we uncover their habits around dealing with setbacks or conflict? Segment 3: Leaders, it's essential that we understand not only our strengths, but our weaknesses as well. How can a story about growth and self-awareness about your weaknesses prove a high capacity of emotional intelligence? What questions can we ask to gauge a leader's core values around learning, growth, and relationships? Segment 4: At the end of the day, what we're really looking for in a candidate is somebody whose core values line up with the culture of the workplace. Why is it important that our leaders value work-life balance? Why is it essential that we uncover what motivates a candidate and how it fits into their long-term development plan?

In this week's episode of ICommunicate, Danielle Lariviere joins Mark to discuss how making incremental habit changes and setting boundaries drastically improves your productivity and the ability to effectively support your team Segment 1: We often understate the impact that a coach can have on our development as leaders. How can admitting our flaws lead to growth -- not only within ourselves, but with the team we manage as well? How can we make employees feel like their role in the business is meaningful? Segment 2: Day in and day out, we're knee deep in emails, frantically responding and reacting, causing our priorities to constantly shift by the minute. How can we manage our time and attention to allow us to respond to these emails without losing track of our own priorities? How can self-awareness provide us with the ability to structure our day around what really matters? Segment 3: You'd be amazed at the difference a daily 30-minute break can make for your team. How can hitting the “reset” button on someone's brain lead to more relaxed and productive work? How can we change the narrative on daily interruptions so that they're a scheduled event rather than something we're reacting to? Segment 4: As leaders, our decisions regarding priorities sends a message to our team, letting them know whether or not they fit into our schedule. How can we establish a culture of understanding and accountability to ensure that everybody's needs are tended to? Why is it important that leaders and their teams have the same standards for time and attention management?

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?

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?

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?

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?

Have you ever worried about making the wrong decision? In this episode of ICommunicate, Mark discusses the factors that influence our decision-making process as well as how our choices affect our confidence. Segment 1: Despite what we're inclined to believe, the consequences of our decisions are not always black and white. What is decidophobia and how is it affecting us on a daily basis? How can we reevaluate our decision-making process to ensure that it's emotionally intelligent? Segment 2: Whether or not we're willing to admit it, our emotions play a huge role in our decision-making process. How can we recognize and influence the effect that our emotions have when we're making important decisions? What other factors contribute to the choices we make? Segment 3: When it comes to hiring a new employee, we often struggle in narrowing down a candidate that fulfills all of our desires. What questions can we ask to see what their values are? What factors do we need to look out for that may hinder our decision-making process? Segment 4: When we feel like the people around us are questioning our decisions, it can be detrimental to our confidence. How can we regain confidence in ourselves and the choices we make? What does it mean to “face it ‘til you make it”?