Podcasts about managing transitions

In this episode of Grow a Small Business, host Troy Trewin interviews John Abrams, founder of South Mountain Company, shared his remarkable journey from launching a small six-person architectural construction firm in 1973 to growing it into a thriving 40-employee solar business generating $20 million in annual revenue. A strong advocate for employee ownership, Abrams highlighted the advantages of worker cooperatives and Employee Stock Ownership Plans (ESOPs), emphasizing their positive impact on productivity and employee retention. In his new book, From Founder to Future: A Business Roadmap to Impact, Longevity, and Employee Ownership, John Abrams explores the critical topic of succession planning for aging business owners, offering insights on preserving company values, fostering effective communication, and achieving a sustainable work-life balance. He also reflected on navigating challenges like the 2008 financial crisis and underscored the importance of community engagement in building a resilient and purpose-driven business. Other Resources: Companies We Keep: Employee Ownership and the Business of Community and Place, 2nd Edition by John Abrams The Company We Keep: Reinventing Small Business for People, Community, and Place by John Abrams Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to John Abrams, the hardest thing in growing a small business is getting everyone aligned behind a single mission—what he describes as “getting all the wood behind a single arrow”—while also maintaining core values in the face of numerous external temptations. He emphasizes that as a business grows, staying true to its founding principles becomes increasingly difficult, yet it's essential for long-term success and integrity. What's your favorite business book that has helped you the most? John Abrams' favorite business book that has helped him the most is Managing Transitions by William Bridges. He values it for its insights on how to effectively move from one stage of business to another, emphasizing that it offers guidance on navigating all kinds of changes within a company. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? John Abrams recommends several alternative sources of learning rather than traditional business media. He highlights The Ink and The Contrarian as valuable platforms, along with communicator Anat Shenker-Osorio for her insights on messaging and influence. While not all are strictly business-focused, he finds them powerful for understanding communication, leadership, and societal context—all of which he sees as essential to growing a meaningful small business. What tool or resource would you recommend to grow a small business? John Abrams recommends strong communication tools—both written and spoken—as the most important resource for growing a small business. He believes that clear, effective communication is the key to building relationships, aligning teams, and driving a business forward successfully. What advice would you give yourself on day one of starting out in business? John Abrams would advise himself on day one of starting out in business to recognize that it's going to be an incredible ride, to enjoy every minute of it, and to stay conscious and aware of how he builds relationships with people, as they are the true key to success. He reflects that in his early years, he focused too much on product quality and not enough on the importance of people, which he later realized is what small business is really about. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: When people are truly part of something, they give it everything they've got – John Abrams Growth is overrated and often the cause of trouble rather than triumph – John Abrams Communication is the key to small business — writing, speaking, and being transparent – John Abrams  

Susan Athey, the Economics of Technology Professor at Stanford Graduate School of Business and founding director of the Golub Capital Social Impact Lab, studies the impact of technological innovations on workers, businesses, and society. Will the world's economies successfully adapt to a future defined by artificial intelligence? On this episode, Athey shares what the stories of 22,000 laid-off workers in Sweden can tell us about who recovers from economic turmoil, how small design changes and product features can have outsize societal impact, and how AI could transform the way we work, from hiring to healthcare. What's the best way to build a future that effectively integrates AI and supports workers? Tell us more at ifthenpod@stanford.edu.This episode was recorded on December 16, 2024. Related Content:Susan Athey faculty profileA Low-Cost, Scalable Way to Get More Women Into TechA.I. Can Help “Personalize” Policies to Reach the Right PeopleA/B Testing Gets an Upgrade for the Digital AgeEast Brother Light StationChapters(00:00:00) - Modernizing a 150 Year Old Lighthouse(00:03:05) - Adapting to Advancing Technology(00:04:20) - Impact of Mass Layoffs(00:06:16) - Low-Cost Scalable Solutions(00:13:37) - AI's Role in the Future of Work(00:19:45) - Managing Transitions in the Job MarketSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this holiday episode of the ECE Classroom, host Susie Beghin addresses pressing questions from early childhood educators about managing challenging behaviors in the classroom, effective parent communication, classroom strategies and team dynamics. The episode covers challenging behavior topics such as aggressive behavior, tantrums, biting, speech difficulties and handling conflict between children. Susie discusses effective communication with parents while emphasizing the importance of empathy, understanding child development, and building trust with both children and parents to create a supportive learning environment and great relationships with parents. In this episode, Susie Beghin addresses key questions related to early childhood classrooms, focusing on managing transitions, the importance of messy play, fostering inclusion, effective team dynamics, addressing educator burnout, and the challenges of opening a daycare. She provides practical strategies and insights for educators to enhance their teaching practices and support their students' development. More information about Susie Beghin is available at www.susiebeghin.com Chapters 00:00 Introduction to Holiday Episode and Q&A Format 01:00 Strategies for Managing Aggressive Behavior 06:10 Strategies to Deal with a Tantrum 07:11 Strategies for Children who are Biting 11:08 Strategies to Support Children with Speech Difficulties 12:30 Supporting Conflict Between Children 15:05 How to Stop Children from Using Inappropriate Language 17:07 How to Support New Children in the Classroom 19:30 Lingering Parents at Drop-off Time 21:16 Effective Parent Communication 23:29 Managing Transitions in Early Childhood Education 26:33 How to Manage Messy Play 30:03 Fostering Inclusion in the Classroom 31:50 Team Communication and Celebrating our Differences 36:30 Addressing Educator Burnout 39:00 Challenges of Opening a New Daycare Music from #Uppbeat (free for Creators!): ⁠⁠⁠⁠https://uppbeat.io/t/fortune-cookie/golden-summer-lenny-b⁠⁠⁠⁠ License code: STFPDU3XL7ZR4CHA

Imagine stepping into retirement with confidence and excitement, rather than uncertainty and anxiety. That's exactly what we aim to achieve in this episode featuring Teresa Amabile, the distinguished Edsel Bryant Ford Professor of Business Administration at Harvard Business School. Teresa shares her insights and groundbreaking research on the psychological and emotional dimensions of retiring, going beyond the traditional focus on health and wealth. Her new book, "Retiring: Creating a Life that Works for You," serves as a foundation for our conversation on how to craft a fulfilling life after the last day at work. We explore essential strategies to align one's personal identity and values with life's changing circumstances. Through personal stories and research anecdotes, Teresa shares the four major tasks of retiring well, including the critical decision of when to retire. Our conversation emphasizes the importance of self-reflection and courage in this transition, encouraging listeners to make changes that resonate with their evolving self. The episode is rich with practical advice on preparing emotionally, offering listeners a toolkit for navigating the intricate journey of retiring. We also delve into the often overlooked challenge of managing work identity during retirement. Teresa discusses how nurturing identities beyond one's career can ease this transition, using real-life examples of individuals who have successfully shifted their focus from professional life to personal passions. Listeners will learn how to balance work identity with personal interests and maintain crucial relationships, regardless of where they are in their career journey. Whether you're contemplating retirement or simply seeking a more balanced life, this episode offers valuable insights into embracing the next chapter with enthusiasm and purpose. What You'll Learn: • The emotional and identity shifts involved in the process of retiring. • Insightful stories of individuals who are discovering new passions and redefining their identities outside the office. • Practical strategies to nurture diverse interests and relationships for a rewarding post-work life. • Thought-provoking questions and exercises to help you align your life structure with your evolving self and values. Podcast Timestamps: (00:00) – Retiring Versus Retirement (17:57) – Managing Life Transitions (30:56) - Navigating our Identities (37:03) – Who Are We in Retirement? (44:43) - Exploring Life Outside of Work More of Teresa: Teresa M. Amabile is a professor at Harvard Business School, specializing in creativity, innovation, and workplace dynamics. She earned a doctorate in psychology from Stanford University and has published over 100 scholarly articles. Her book The Progress Principle, co-authored with Steven Kramer, explores how small wins can enhance creativity and engagement at work. Amabile has received numerous accolades, including the Lifetime Achievement Award in Organizational Behavior from the Academy of Management in 2018. LinkedIn: https://www.linkedin.com/in/teresa-amabile-8542727 Key Topics Discussed: Retiring, Managing Transitions, Self-Identity, Identity at Work, Life After Work, Meaningful Work, Navigating Emotional Challenges, Personal Passions, Creating Life Balance, Self-awareness, Living Our Values, Retirement Planning, Financial Security, Identity Circles, Career Journey, Personal Success More of Do Good to Lead Well: Website: https://craigdowden.com/ LinkedIn: https://www.linkedin.com/in/craigdowden/

In this episode of the 'Parenting with Confidence' podcast, host Teresa Alexander Inman speaks with Mariela de Santiago, host of the 'New Mom Talk' podcast. Mariela shares her experiences and insights on parenting, emphasizing the importance of self-care and building a support system. They discuss validating children's emotions, managing stress, setting boundaries, and the value of creating joyful memories. Mariela also talks about her role as a special education teacher and how it contributed to her parenting approach. The conversation provides practical tips for parents and highlights the importance of taking care of oneself to be the best parent possible. 00:00 Introduction and Guest Welcome 00:26 Mariela's Parenting Journey 00:56 Creating a Supportive Space for Moms 03:09 Managing Parenting Challenges 07:44 Self-Care Tips for Parents 10:23 Balancing Housework and Quality Time 13:07 The Importance of Creating Memories 19:46 Wisdom from Special Ed Teaching 21:37 Managing Transitions with Kids 22:06 Understanding Children's Executive Functioning 22:44 The Importance of Preparation 23:05 Relating to Adult Experiences 23:30 Validating Children's Feelings 24:37 Building Trust with Your Child 25:56 The Role of a Support System 29:02 Asking for Help and Setting Boundaries 31:09 The Importance of Self-Care for Parents 35:19 Final Thoughts and Resources --- Support this podcast: https://podcasters.spotify.com/pod/show/theresa-alexander-inman/support

Show Notes for The Aspiring Psychologist Podcast Episode 141: How to Avoid Burnout - Psychologist Tips - Mental HealthIn this brilliant fifth episode in the very special anti-burnout series by Dr Claire Plumbly we bring you a closer look at how different times of our day and transitioning from one task to the next can be a key time to be more mindful to reduce burnout. It's a fantastically interesting and helpful episode and we hope you find it so useful! The Highlights: 00:00 - Introduction00:23 - Host Welcome01:25 - Burnout Bites Series Overview02:15 - Managing Transitions in the Day03:15 - Recognising Strain During Transition Points04:42 - Creating Gaps in Your Day05:20 - Personal Example of Managing Transitions06:01 - Checking in with Yourself During the Day07:31 - Tools for Nervous System Reset08:17 - Setting Boundaries and Delegating Tasks09:03 - The Eight Pillars of Rest10:13 - Preview of Next Episode: External vs Internal PressuresLinks:

Welcome to another episode of "The Ben Morton Leadership Podcast"! In this special episode, as we wrap up Season 10, I'm excited to share some of my favourite clips from this season. Join me as we delve into insightful discussions that will inspire you to become an even better leader. Clip 1: Managing Transitions with Emotional Intelligence (Episode 150 - Rebecca Creswell, CEO at Priory Group)- Emotional contagion in the workplace. - The impact of a leader's mood on team dynamics and performance. - Strategies for consciously managing transitions to foster positive emotional contagion. Listen to the full episode here. Clip 2: Balancing Respect and Likability in Leadership (Episode 152 - Sarah Powell, CEO of British Gymnastics)- The importance of diversity of thought in team dynamics. - Challenging oneself to engage with perspectives outside of the comfort zone. - Building respect and fostering diversity within teams. Listen to the full episode here.Clip 3: The Power of Reflection in Success (Episode 154 - Pete Fletcher, CEO of World Challenge)- The significance of pausing to celebrate and analyse success. - Implementing reflection practices to optimize performance and outcomes. - Exploring the concept of anchoring and its application in personal development. Listen to the full episode here. Clip 4: Approaching Work as a Game (Episode 159 - Alex Higham, Founder and CEO of Exhale Healthy Coffee) - Cultivating curiosity and passion in professional pursuits. - Embracing discomfort and addressing skill gaps in leadership development. - Distinguishing between limiting weaknesses and allowable weaknesses in personal growth. Listen to the full episode here.Leadership DevelopmentNeed support with leadership training, coaching or a conference speaker?Find out more about Ben's work and get in touch via www.ben-morton.com.

National speaker, advocate and emcee, Rev. Julian DeShazier, joins JC Campbell and Matt Burke from the Center for Congregations to discuss how congregations can better adapt to changing culture and circumstances. Topics discussed include ministry arms of congregations being open about their faith background, using modern tools without losing your values, the strength of "old" songs and more. Matt and JC also discuss how change in congregations appears in the work of the Center for Congregations and share resources to help congregations navigate changes. Resources Reimagining How We Reimagine Church by Julian DeShazier (article) Traditioned Innovation in Action by Dave Odom (article) Leading Change in the Congregation by Gil Rendle (book) Managing Transitions by William Bridges and Susan Bridges (book) Rediscovering an Evangelical Heritage by Donald Dayton (book)

Tim and Lisa are sharing all about transitions this week!Listen in to hear their strategies and insights on how best to approach the plethora of transitions that are part of owning real estate, plus life in general!Connect with us:Schedule a call with TimSchedule a call with LisaSchedule a call with JeanLearn more at thereiconcierge.com

In this episode, Elin & Christina try on their "Dear Abby" hats and address a Facebook post from a School Leadership group. The post brought up something they often hear from their clients and even experienced it themselves... managing the transition from classroom to administration. Listen in as they unpack the mindset struggles a new administrator may deal with in their first year and maybe even longer. --- ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy our Book: The Power of Reflection⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Work With Us! Book a Clarity Call.⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: @elinandchristina ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: Empowered Conversations with Elin & Christina Check out our website at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.empowereducationalconsulting.com  --- Support this podcast: https://podcasters.spotify.com/pod/show/elinandchristina/support

In this episode, we'll explore strategies and best practices for successfully navigating employee policy changes, ensuring clarity, and fostering a supportive culture within our teams. Thanks for listening to our podcast!  I love sharing simple business tips and resources to help you lead your center.  Remember, 15 minutes a day can make a huge impact at your center.   Today is your chance to make the tomorrow you always dreamed of.Let's connect:www.thedirectorsclub.netCommunity:Join my FREE Facebook group and connect with other directors and me as we navigate leading a child care center together!  FB Group Child Care Center Owners and DirectorsSocials:Facebook page, The Director's ClubInstagram, The Director's ClubWORKING WITH NOELLE AND THE DIRECTOR'S CLUB:The ClubDiscover more about The Director's Club, a mastermind group designed for child care center directors who seek support and expert guidance to maintain high-quality early education centers.   LEARN MORE ABOUT THE CLUB HEREThe Teacher's LoungeDo you want to enhance your teachers' confidence in the classroom through a mentoring program tailored to their needs? Look no further than The Teacher's Lounge, a dedicated mentoring department that you've always wanted for your child care center. Don't hesitate, visit us now to learn more HERE   Cheering you on,Noelle

Any couple in a long-term relationship is going to experience different phases of life together. Dashawn and Amanda share some of their recent losses, both good and bad, and share advice on how to manage transitions together.Support this podcast at — https://redcircle.com/this-functional-family-podcast/exclusive-content

In this episode, Fr. John and Mary reflect on this season of transitions, most especially from the perspective of parishes and priests preparing to say goodbye and hello to one another. ====== Seeking to be even more encouraged and inspired? Follow our online streaming channel (https://watch.actsxxix.org). Visit us at our online site (https://www.actsxxix.org). Subscribe to our weekly communications (https://www.actsxxix.org/subscribe) Have a comment about this podcast? Contact us!

We all experience change in our lives whether we want it or not.  Join Jill as she goes through some tools to help us navigate it successfully using William Bridges book "Managing Transitions", ProSci's ADKAR Model, and her own experiences.

#alwaysaway #slulead #thestrackcenter This interview occurred just a few weeks before Dr. Costin was announced as the new President of Liberty University. At the time Dr. Costin was the President of Charleston Southern University. Biography- As President of Liberty University, Dr. Costin comes to the university's leadership as a continuation of a lifetime dedicated to service. Most recently, Dr. Costin has served as president of Charleston Southern University (CSU). His celebrated tenure has been marked by academic and athletic achievement. Costin oversaw the construction of several new facilities and the substantial expansion of CSU's academic programs, including South Carolina's only four-year aviation program, multiple doctoral programs, and an engineering program within the university's College of Science and Mathematics. Under his leadership, the university set fundraising records, significantly improved its overall rankings, and dramatically exceeded freshmen enrollment goals. On the heels of the best all-around year in CSU's athletic history, Dr. Costin now serves as president of the Big South Conference. Despite operating in a #1 tourist town with a top national port, the only Boeing plant outside the State of Washington, manufacturing plants for Mercedes and Volvo, three major universities, and countless successful businesses in every industry, CSU was named the 2022 Business of the Year by the Charleston Metro Chamber of Commerce. Prior to Charleston Southern University, Dr. Costin obtained the rank of Major General with the U.S. Air Force during 32 years of commissioned service, during which he represented the Liberty Baptist Fellowship as an endorsed chaplain. He completed his military career at the Pentagon as Air Force Chief of Chaplains. As Chief of Chaplains, he served as senior pastor to more than 664,000 active-duty, Guard, Reserve and civilian forces in the United States and overseas, and he led 2,000 chaplains and chaplain assistants from the Air Force Chaplain Corps. A decorated combat veteran, Costin deployed in support of numerous contingency and humanitarian relief operations across the globe and previously served as senior chaplain for Air Force operations in both the Pacific and the Middle East. His military decorations include the Distinguished Service Medal, the Legion of Merit, and the Bronze Star Medal. In addition to a bachelor's degree in operations research from The United States Air Force Academy, Dr. Costin holds five master's degrees, a Doctor of Ministry degree, and a Ph.D. in organizational leadership. He earned two of his five master's degrees from Liberty University early in his military career. He has been married to Vickey for more than 33 years. Mrs. Costin's own legacy of public service includes 23 years as a public-school educator.

How do we find courage to move towards growth? How do we take the risk... how do we leave behind?   Support Jenni on Patreon ! (New Ebook) Instagram: @jennijohnson  TikTok: @thejennijohnson  Blog: www.thejennijohnson.com Resources: Culture and Codependency by Jenni Johnson The Art of Happiness podcast: E9. Managing Transitions in Life with Arthur Brooks  Hallow app The Myth of Multitasking: NPR article

Thank you for tuning in to this episode of the Operating in the Spirit of Kingdom Excellence podcast. Keys to remember when navigating transition in the local church: The Power of Prayer - Remember, this is the Lord's church, we serve under His domain, we follow His blueprint as provided for us in His word, and we turn to Him, not our preferences, opinions, education, or influence for how we should manage the transition in His church. The Importance of Preparation - The preparation process reveals character, one's ability to be humble and teachable, whether one can be accountable, how one handles correction and spiritual discipline, how one demonstrates their submission to serve in areas where they're needed and not necessarily where they want to serve. Before the promotion, one must be prepared for the assignment. This waiting period, this time of preparation is a prerequisite for effective leadership. Do not be swift in promoting the gifted but wait for the demonstration of the anointing by the fruit that is produced without a position, without a title, without a platform. The Responsibility to Propel - To propel simply means to help move forward. After we've prayed to GOD for wisdom, and instruction, sought counsel in helping to formulate a plan for facilitating a change or transition, and have done the necessary work in preparation through coaching, training, and development it is time to move forward. No one ever said the change would be easy or embraced, however, when we are clear we've heard from GOD, He will make all things right in His time. Transition is not just happening to our seasoned saints in terms of asking GOD what's next but for our emerging leaders who are stepping into new roles and responsibilities asking, what am I supposed to do now? GOD requires us to steward well what has been entrusted to us and we want to ensure we manage our seasons of transition well. Recommended Resources: Next - Pastoral Succession that Works https://www.amazon.com/Next-Pastoral-Succession-That-Works/dp/080100571X/ref=sr_1_1?crid=1JAQBGT017TMK&keywords=next+pastoral+succession+that+works&qid=1666455491&qu=eyJxc2MiOiIyLjEzIiwicXNhIjoiMS45MyIsInFzcCI6IjEuOTkifQ%3D%3D&s=books&sprefix=Pastoral+succ%2Cstripbooks%2C75&sr=1-1 What To Do Next; Taking Your Best Step When Life is Uncertain- Jeff Henderson https://www.amazon.com/What-Do-Next-Taking-Uncertain-ebook/dp/B09ND7THGC/ref=sr_1_2_sspa?crid=2E8DMG6HH7KHC&keywords=What%E2%80%99s+next&qid=1666409305&qu=eyJxc2MiOiIyLjQ0IiwicXNhIjoiMi4xMSIsInFzcCI6IjIuMTQifQ%3D%3D&s=books&sprefix=what+s+next%2Cstripbooks%2C80&sr=1-2-spons&psc=1 How to Connect With Towanda: msha.ke/towandacoles --- Send in a voice message: https://podcasters.spotify.com/pod/show/towanda-coles/message

From the great clinical content at the 2021 Midyear Clinical meeting, our content matter experts will be discussing managing transition of care in the COPD patient care population and identifying strategies to overcome the challenges that comorbidities present when managing a COPD exacerbation.  The information presented during the podcast reflects solely the opinions of the presenter. The information and materials are not, and are not intended as, a comprehensive source of drug information on this topic. The contents of the podcast have not been reviewed by ASHP, and should neither be interpreted as the official policies of ASHP, nor an endorsement of any product(s), nor should they be considered as a substitute for the professional judgment of the pharmacist or physician.

There's no such thing as the perfect schedule or routine. Sure we all have schedules and routines that work for us, but that's the key. They work for US.   At the same time, things change. We go through transitions in life and business and we have to make adjustments to how we work. As this episode is being released, we're in a transition phase. Fall is here, if not officially then in spirit because school has started in most parts of the U.S. This means mornings might be busier and early afternoons are a whole lot quieter. And if you have kids in school, you're probably shifting things around a bit to accommodate this change. I sure am.   This week on the podcast, I'm talking about different seasons of change and transition and what I plan to focus on in this particular season. Things don't always have to stay the same and there's no perfect solution for everyone. But when you try out some things and make little shifts and changes, you will find what works best for you.   And if you need support to hold yourself accountable or to figure out how to clean up some of the mess that's leftover from summertime, you're invited to join us in the Inner Circle. Find out more about this monthly membership here! Links and Resources: Inner Circle Membership Time Stamps: [0:42] - Why fall is the best [2:14] - Managing transitions and shifting seasons [3:44] - Want to surprise me for my birthday? [4:46] - Fall transition is a natural time to revisit some of your routines [6:12] - I am not a morning person [6:55] - What I plan to focus on [9:06] - I want to be more present when my kids get home from school [9:56] - Always feel like I'm in work mode because I haven't done the most important thing first [10:53] - How are you taking care of yourself [11:20] - Big reminders [13:05] - Sometimes you need some support

We've all experienced transitions. Some changes are welcomed while others can feel devastating. How can we be sure to get through them successfully? That's what this episode is all about. Jennifer Furlong interviews Sistah Soldier, creator of SHE VET iNC. Media Consulting, host and visionary producer of the award-winning SHE VET iNSPIRES television show, and master trainer/recruiter of SHE WORKS DIGITAL, a virtual training and recruitment directory for creative women veterans. Sistah is an intuitive storyteller, inspirational speaker, and serial entrepreneur. She strategically teaches others “The Art of Self Expression,” shaping stories and becoming masterfully indispensable in their career, using their spiritual gifts to build divine relationships, get their ViiiBE, and generate a future with possibilities with creative arts and multimedia platforms. Listen to Jen and Sistah discuss how life's transitions, whether they are intentional or not, can be the catalyst you need to design the life you want. Contact Sistah:https://sheworksdigital.comhttps://shevetmedia.com/Contact Jen:https://www.communicationtwentyfourseven.com/Create your own online store with Printful. Click here!Need an easy tool to record and edit your podcast? Try Alitu. Click here! Podcasting Power HourOne Hour of Podcasting Q&A with Jeff Townsend, aka The Podcast Father, Greg founder of...Listen on: Apple Podcasts SpotifyRead this for More Communication Tips! Book on relationships written by the podcast host, Jennifer Furlong.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

Transitions are inevitable in life. In this podcast, the Marathon Mind coaches share strategies for dealing with the difficulties we encounter with these transitions.

We are all familiar with the Back to School Buzz and Energy.  So much tot anticipate and hopes are high! But when we actually begin a new season or year, it's important to remember why you are doing what you are doing and know the results you want to have.  I already know... Yes I do.  You want peace, motivation, happiness and all the goodness of teaching or homeschooling your children without all the stress, overwhelm, hustle bustle and anxiety. In today's podcast, we discuss ways to derail the urgency in our western culture and turn your days from pressure cookers to low warming ovens! Let Your Light Shine, Makenzie Oliver Come Connect with us in our Facebook Group and Get Featured on Our Shine Spotlight: Start Your Micro School or Homeschooling Business-TLYLS Podcast! https://www.facebook.com/groups/250368126648112 Use These Documents to Build Your Business:  www.teachersletyourlightshine.com/shop  We have step-by-step instructions to help you write powerful marketing brochures, enrollment forms, introductory packets, and so much more! You'll also find easy-to-use templates made to simplify your creation process, as well as beautiful real-life examples used by my micro-school, Lighthouse Learning, to give you creative inspiration when designing your very own forms.  You will be able to seal the deal with peace and clarity when you hand deliver your new handbook and contract.  Tune in to today's episode to find out more and head over to our shop to purchase your documents at  Coaching: https://teachersletyourlightshine.com/coachingDo you need help with a plan of action, accountability,  or clarity in your teacher career change? Interested in starting a micro-school, tutoring or homeschooling business?  Don't know where to start? Wanting to make a change but have no idea where to begin or what the change would even look like?  It's time to get "unstuck", have a plan and gain your much needed clarity  so you can experience teacher career growth, build a business blueprint, market with clear messaging, and plan a successful business launch-whether it's a micro-school, tutoring business or homeschooling business.  Click below to learn more…   Connect with me on Instagram: @Teacherletyourlightshine Follow us on Pinterest: https://www.pinterest.com/teacherletyourlightshine Join our email list to be the FIRST to know about our FREE Resources and podcast alerts! Teachersletyourlightshine.com Want to chat? Have some questions? I'd love to hear from you! Send an Email: teacherletyourlightshine@gmail.com Or send me a message on Facebook or Instagram Twitter: @teacher_light Check out Our School on Facebook: https://www.facebook.com/lighthouselearningmicroschool Book a Clarity Coaching Session today: www.teachersletyourlightshine.com/coaching

Usually we are most vulnerable when in transitions. So how can we go through them successfully? Join Nothemba Kula in this timely teaching on 'The Art of Managing Transitions' and be blessed as you listen. CITAMChurchOnline #ChurchEveryday Get in touch with us: http://www.citam.org/ churchonline@citam.org (+254) 784 277 277 (+254) 728 221 221

When it comes to working through emotions, it can be hard on children to understand and regulate their feelings during the divorce process. Pediatric Occupational Therapist Linda Matthews joins the podcast to discuss how parents can help their children during divorce and when making the transition between homes. Linda explains that children only need one parent who is promoting a positive and safe space for them when going from one house to another. We dive into teaching your children healthy boundaries, internal regulation of emotions, and much more. Linda Matthews, of HealthykidsOT, has been serving children and families for over 25 years in both Miami and New York City. She provides services in schools and homes to serve children in their natural environments and to best support their changing needs. Linda believes in play based learning and utilizes play to target a variety of skills, including sensory regulation, social and emotional growth, reflex integration, fine motor skills, and gross motor skills, in addition to cognitive, visual and handwriting development. What sets Linda apart from others is that she not only addresses traditional “Occupational Therapy” related skills but utilizes a whole child approach, addressing the gut, mind, and body as a whole to facilitate success and fulfillment. She is passionate about working together with families and sharing knowledge, in order to empower children to progress in all areas of development.       You can reach Linda at:    Healthykidsot@gmail.com    @healthykidsot on Instagram   www.healthykidsot.com   Learn more about your ad choices. Visit megaphone.fm/adchoices

"Your job is to learn and understand, not know everything." - Christopher Littlefield Today my guest is Christopher Littlefield, international speaker, author, and founder of Beyond Thank You. Chris' company is a training and consulting firm specializing in employee appreciation, recognition, and workplace culture. He is a writing contributor to both HBR and Forbes, as well as being a genuinely good human! Today he sits down with us to discuss how you, as a leader, can level up your employee appreciation game. In this episode you'll learn: -Why employee appreciation matters (now more than ever) -How to recognize teams and individuals in a remote/hybrid world -Practical tips and tricks that you can start using right now, today -And much more! How to create a ‘safe space' at work People talk about psychological safety, but how do we create that? We create that by sending signals to people every single day that we value who they are and what they contribute, and what it takes to do their job each day.   Employee appreciation is also conflict prevention When people feel valued at work, they will be able to relate to your feedback as a contribution and not as an attack. If you show your appreciation often, they'll be able to take in your suggestions and not feel defensive about it.   What makes a good manager It's so easy as new managers to feel like you have to prove you're worthy of your position. But what proves to people that you're worthy is if they can feel that you understand them and that you're willing to help them succeed. And when you serve them to support their success, then they're going to make you shine as well. Links and Resources Connect with Chris: LinkedIn, Website, Newsletter 75+Team Building Activities for Remote Teams by Christopher Littlefield (book) The 15 Commitments of Conscious Leadership by Jim Dethmer (book) `Conscious Business by Fred Kofman (book) Managing Transitions by William Bridges (book)

Summary This week Alison is joined by Reen, Moira and Maha to discuss Travel Tips. How do we manage our anxiety and stress when making a long journey? How do we prepare to deal with scrutiny from other travelers?   Topics 00:00 - This Life, the chronicles of Autism moms podcast, series 1 episode 16 – Travel Tips. 01:20 – In the past what was the most stressful part of the journey? 02:30 – Do you think it helps that we are frequent travelers? 04:10 – Traveling is made easier these days by having identification cards that show Autism as a hidden disability that can allow you to avoid stressful situations like long queues and busy noisy areas. 05:30 – Have you experienced scrutiny from other travelers over any behaviors from your child and how have you managed it? 08:30 – A friend of the podcast carries a pack of cards with her that details her son's condition which happens to be Fragile X and what behaviors may or may not occur. She gives these out to the people around them on the plane to make them aware and hopefully more understanding instead of possibly annoyed at any disruptions. An example of which will be available at the bottom of these show notes for you to print out. 10:00 – What about the other end of the journey when you arrive at your destination? 11:00 – Reen recounts a stressful story of traveling alone with two toddlers? 14:30 – What were the must-do preparations for the holiday? 16:50 – Kids clubs are not for everyone! 20:00 – Covid and the lack of travel for 2 years brought about some anxiety on the first trip. 21:00 – Top Tips for travel: Build a social story book for your child to prepare them for an upcoming trip showing them pictures of destinations and things they can do when they are there. A step up from the social story as your children get older is to involve them in planning the trip and have them research the location and things they can do. Make sure you have the snack they like to each packed and airplane food doesn't cater to the average child. Prepare an information card about your child to hand out to people sitting around you as you feel appropriate.  --- To learn more about traveling with kids on the spectrum, watch Learn Autism's video: Managing Transitions. To learn more about Autism, visit: www.learnautism.com To watch this podcast, visit our YouTube Channel. --- Keep in touch with us on Instagram  @chroniclesofautismmomspod Download the Learn Autism app today:  

"Your job is to learn and understand, not know everything." - Christopher Littlefield Today my guest is Christopher Littlefield, international speaker, author, and founder of Beyond Thank You. Chris' company is a training and consulting firm specializing in employee appreciation, recognition, and workplace culture. He is a writing contributor to both HBR and Forbes, as well as being a genuinely good human! Today he sits down with us to discuss how you, as a leader, can level up your employee appreciation game. In this episode you'll learn: -Why employee appreciation matters (now more than ever) -How to recognize teams and individuals in a remote/hybrid world -Practical tips and tricks that you can start using right now, today -And much more! How to create a ‘safe space' at work People talk about psychological safety, but how do we create that? We create that by sending signals to people every single day that we value who they are and what they contribute, and what it takes to do their job each day.   Employee appreciation is also conflict prevention When people feel valued at work, they will be able to relate to your feedback as a contribution and not as an attack. If you show your appreciation often, they'll be able to take in your suggestions and not feel defensive about it.   What makes a good manager It's so easy as new managers to feel like you have to prove you're worthy of your position. But what proves to people that you're worthy is if they can feel that you understand them and that you're willing to help them succeed. And when you serve them to support their success, then they're going to make you shine as well.           Links and Resources Connect with Chris: LinkedIn, Website, Newsletter 75+Team Building Activities for Remote Teams by Christopher Littlefield (book) The 15 Commitments of Conscious Leadership by Jim Dethmer (book) `Conscious Business by Fred Kofman (book) Managing Transitions by William Bridges (book)    

For our 900th episode of Army Wife Talk Radio, Chrissy is talking about managing transitions in this week's Milspouse Empowerment Moment. Transitions can be rough and sometimes scary for all of us. Chrissy talks about different transitions that milspouses handle. And she gives some tips for how best to handle these transitions. The post AWTR Show #900: Managing Transitions first appeared on Army Wife Network.

Today is our third, and final episode in a series called Managing Transitions. And if you've been listening over the course of the last couple of weeks you've heard a lot about the terms of our own internal shifting amid transitions. Change is inevitable, but transitions is really our internal work to the external change that we've been going through. Today we're going to be talking about aging with special guest Alice Fryling. Alice is the author of Aging Faithfully: The Holy Invitation of Growing Older, a beautiful book that addresses aging: how we all age differently and how God calls each of us to new spiritual birth as we mature. Whether you are approaching the beginning, middle, or end of your senior years, you are invited to today's conversation.   SPECIAL GUEST ALICE FRYLING Alice Fryling is a spiritual director and a bestselling author of ten books on relationships and spiritual formation, including her new book Aging Faithfully: The Holy Invitation of Growing Older. Alice received training in Spiritual Direction from the Christos Center in Minneapolis, and training in the Enneagram at Loyola University. She has been leading Enneagram workshops for thirty years, teaching participants how to use the Enneagram to know God and themselves more deeply. She is also certified to teach the Myers Briggs Temperament Inventory. She and her husband, Bob, have two married daughters and four grandchildren. They live in Monument, Colorado. Website: AliceFryling.com More of Alice's Books   MENTIONED IN PODCAST Aging Faithfully: The Holy Invitation of Growing Older by Alice Fryling Luke 19:41-42 NLT, Mark 4:26-29 MSG, Isaiah 46, Matthew 25:1-30 MSG Lectio Divina Daily Examine Janet K. Ruffing RSM Chapter 9 from Inside Job Workbook Session - a way to work through this series and transitions - FREE DOWNLOAD MUSIC USED IN PODCAST Music Break at 29:04: Joie De Vivre by Frederic Chopin - Performed by George Davidson. Music Break at 50:49: Down to the River to Pray - Attributed to George H. Allan in the Slave Songbook of 1867 - Performed by The Apex Singers.   SUPPORT THE PODCAST We have two ways to make it easy for you: Use our Donation Page on our Website Donate using our new App CONTACT US podcast@pottersinn.com

Listen to Spirit filled teachings by Senior Pastor of Life Reach Church Prophet Gomezyo Shamane.

There is a time for everything, and a season for every activity under the heavens...  — Ecclesiastes 3 We are on the second part of our series on Transitions, and Steve will be talking to us about the many ways we change and transition. Using personal examples and sharing from his heart, this is a podcast to not miss! MENTIONED IN PODCAST Ecclesiastes 3:1-8 (NIV) Chapter 9 from Inside Job Workbook Session - a way to work through this series - FREE DOWNLOAD The Inside Job: Doing the Work Within the Work by Stephen W. Smith Managing Transition: Making the Most of Change by William and Susan Bridges The Critical Journey, Part 1 and The Critical Journey, Part 2 (Podcasts with Steve and Joe Chambers) To Re-position or to Retire by Stephen W. Smith (Blog Post) The State of My Soul Wheel SOLO: Creating Space with God by Stephen W. Smith and Peter M. Ivey DONATE TO THE PODCAST   MUSIC USED IN PODCAST Music Break at 53:48: Turn, Turn, Turn by Pete Seeger - Performed by Ilse DeLange. SUPPORT THE PODCAST We have two ways to make it easy for you: Use our Donation Page on our Website Donate using our new App   CONTACT US podcast@pottersinn.com INTERESTED IN MORE SOUL CARE RESOURCES? Check out our recommended reading, books on spiritual growth, and our soul care blog. Want to experience soul care in person? Learn more about our soul care intensives and retreats.     

Listen to Spirit filled teachings by Senior Pastor of Life Reach Church Prophet Gomezyo Shamane

It's been said that the only constant in life is change. While that's true, it's not always reassuring. Change, as William Bridges explains it, is “situational: the move to a new site, the retirement of the founder, the reorganization of the roles on a team.” It can be the end of a relationship, the death of a parent, the move of your best friend. Any change brings with it a gap, some-thing called a transition. These in-between times are hard, even in the best of circumstances, because they represent moving from one phase of life to another. Today we begin a new series on Managing Transitions and the podcast is a reading from Steve's book Inside Job, The Leaders Transitions: Understanding Change (Chapter 9). Thank you for joining us in this conversation! Mentioned in podcast Chapter 9 from The Inside Job (Purchase for $1!) Chapter 9 Workbook Session - a Way to work through this series - FREE DOWNLOAD The Inside Job: Doing the Work Within the Word by Stephen W. Smith   MUSIC USED IN PODCAST Music Break at 42:12: Sing Joyfully by William Byrd (c.1540 - 1623) - set from Psalm 81. Performed by The King's Singers.   SUPPORT THE PODCAST We have two ways to make it easy for you: Use our Donation Page on our Website Donate using our new App   CONTACT US podcast@pottersinn.com INTERESTED IN MORE SOUL CARE RESOURCES? Check out our recommended reading, books on spiritual growth, and our soul care blog. Want to experience soul care in person? Learn more about our soul care intensives and retreats. 

Can you believe it's already Match Week 6 in MLS? The Philadelphia Union takes on The Columbus Crew this weekend at Subaru Park, as The Union looks to make it 7 straight games for The Crew not getting a win in Chester. Todd is once again joined by Columbus Crew Color Analyst Jordan Angeli to discuss the upcoming game. Todd and Jordan also discuss Columbus' heartbreaking loss to Nashville over the weekend, Columbus' practically brand new backline, Columbus and their striker problems, and what makes these matches between these two teams so exciting?   Columbus v Nashville: Overall thoughts: [5:02-8:10] Columbus defensively:  Conceding first: [8:11-11:36] Milos Degenek: [11:37-13:45] Pedro Santos at Left-back: [13:46-18:33] Columbus' strikers: Weakest spot on the team: [18:34-23:22] Philadelphia Union v Columbus Crew: What makes this match up exciting: [23:23-31:15] 3 Keys to victory: [31:16-37:00]   Social Media: Twitter: @FreeKickPod Instagram: @FreeKickPod Facebook: @FreeKickPod   Jordan's Social Media: Twitter: @jordangeli Instagram: @jordangeli

In today's episode Lisa and Jean discuss various transitions in RE investing and the rising rates.Transitions come after closing on a new property, tenant turnover, changing property management companies, personal moves, and more.  Planning ahead for transitions can help decrease the stress associated with them!Also, with rising interest rates, what can investors do to stay on top of things, keep searching out deals, and not get in over their heads?We come up with several great ideas including:Keep searching and always keep your eyes open (never know when a deal will appear!)Exercise patienceZoom out -- then zoom in somewhere else.  There are SO many different markets to explore!Stay in community!  It's much easier to get through difficult times if you know you aren't alone -- and you aren't alone!  Connect with Tim and Lisa:Schedule a call with TimSchedule a call with LisaSchedule a call with JeanLearn more at thereiconcierge.com

This episode is also available as a blog post: http://walkerinternational.com/2021/12/01/10-rules-for-managing-transitions-well/

The hosts discuss life changes, challenging transitions, and handling them. We're having the difficult conversation about empty next, marriage, childbirth, job loss, moving, etc...

Welcome to an ANI Throwback Episode! In these episodes, we reintroduce you to some of our most popular episodes. Request a Custom Workshop For Your Company Get Free Access to Over 15 Negotiation Guides Follow Kwame on LinkedIn

Welcome to an ANI Throwback Episode! In these episodes, we reintroduce you to some of our most popular episodes.Request a Custom Workshop For Your CompanyGet Free Access to Over 15 Negotiation GuidesFollow Kwame on LinkedInIf you've been a listener of the show and you've gotten a lot out of our programming, you can click here to Support Negotiate Anything. Support this show http://supporter.acast.com/negotiate-anything. See acast.com/privacy for privacy and opt-out information.

In the second episode of this series, we discuss how to create classrooms where students can focus on learning because they have built relationships and routines with social and emotional learning protocols that help them shift away from the survival-brain focus they have carried for the past 18 months. Our team of educators share their diverse experiences in helping students build comfort and familiarity with each other so that they can try something new. We explore the importance and grace of failure because it is through failure that we remember and come to own our learning by examining our mistakes. We also define the survival brain and the steps that we as educators can take to help shift our students into the learning brain this year. Visit AVID Open Access to learn more.

As you plan and organize your back-to-school preparations, we wanted to explore the role of transitions with a three-part series that examines how social and emotional learning can help you and your students prepare for the new school year after a year of disruption. In this episode, we focus on how we as adults need to work on our self-regulation and learn to be kind to ourselves as we prepare for the unknowns that will accompany the school year. Visit AVID Open Access to learn more.

Are transitions hard for you? Whether we like it or not, changes and transitions are bound to happen. Would you like to learn how to develop the ability to adapt to this change without stress and anxiety? In this episode of 'Happy and Healthy Mind with Dr. Rozina,' our guest, Dr. Ian Brooks shared practical tips for adapting to change and discovering the keys to living with intention. Dr. Ian D. Brooks is the CEO and founder of Rhodes Smith Consulting and Author of Intention: Building Capabilities to Transform Your Story. Beginning his career in a clinical psychology ward then transitioning to work with "higher functioning individuals", Dr. Ian Brooks has spent twenty-five years helping people change their stories and adjust to changes.Listen to this episode so you can learn practical tips for thriving through transitions by discovering your capabilities.THREE WAYS TO GET THE FREE RESOURCES SHARED IN THIS PROGRAM SIGN UP AT https://bit.ly/HHMGSUTEXT: Word "Joyful" to 38470. JOIN FB Group: Happy and Healthy Mind with Dr. Rozina'; http://bit.ly/HHMwDRGLOVE THIS VIDEO and CHANNEL? HERE are YOUR NEXT STEPS!1) SUBSCRIBE to my channel! 2) SHARE THIS EPISODE WITH A FRIEND3) GRAB YOUR FREE AUDIO GUIDE: “Relax on the go” https://www.stresstojoy.com/newsletter 4) SIGN UP FOR YOUR FREE Stress to Joy AUDIOBOOK on AUDIBLE: https://adbl.co/2w9LL5W 5) GET MY BOOKS/GUIDED GRATITUDE JOURNAL/AUDIOBOOKShttps://drrozina.com/books/ 6) ENROLL IN STRESS TO JOY ONLINE COURSEhttps://www.stresstojoy.com/onlinecourse 7) BOOK ME FOR YOUR SPEAKING, LEADERSHIP TRAINING, CORP. CONSULTING:  https://drrozina.com/ 8) MAKE AN APPOINTMENT FOR TREATMENT: https://shifahealth.org/request-an-appointment LET'S CONNECT!

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast, I'm Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we’re here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today, I’m excited to have Jill Guardia at TriNet join us. Jill, I would love for you to introduce yourself, your role, and your organization to our audience. Jill Guardia: Thanks, Shawnna. I’m super excited to be here myself. I am a big fan, so I am happy to also get the stage if you will. Jill Guardia, I’m here in the Boston, Massachusetts area. I have been with TriNet for four-plus years and before that have had a variety of sales enablement roles, even back to the days of old sales training roles through a lot of different software companies such as Symantec, Groove Networks, Constant Contact, and Rapid7. I’ve been around the bend, if you will. TriNet is what we call a PEO, or a professional employer organization, and what that means is that we partner with small to midsize companies to do a lot of their HR services so they can focus on what they do best, which is the passionate management of the business that they started. I’m excited to be here. SS: Well, I’m excited to have you as well, Jill. I believe right now is actually a really exciting time for your team. I heard that you guys are growing and scaling the Enablement Org over at TriNet, and so I’d love to talk to you today a little bit about your advice on how to approach a transition into a new sales enablement role. I think there’s been a lot of change that has occurred in the past year with the shift of virtual, and now a lot of organizations are trying to figure out how to go back into maybe hybrid or in-person environments. I’d love to just start there. What advice do you have for how practitioners can set them up for success if they’re starting a new sales enablement role amidst all this change? JG: Yeah. I mean, it’s a great time to be in sales enablement and there are a lot of roles opening to both to supplement existing teams or to start teams brand new. I think sales forever has changed. We’ve talked about the changes in sales over the years, about how the buyer is so much more informed. That’s certainly something that has really weighed into a lot of decisions that sales enablement practitioners are considering, but now we add in the whole world changing post pandemic and you’re right, companies will probably do some things very differently. Probably have some sort of hybrid approach to how they sell and how they enable their teams, how to keep them motivated. For a sales enablement practitioner, I think we should start with the old adage of listen and learn. Spend some time listening to your clients, to your customers, to the sales organization across all levels, and be curious. Verify and validate what they’re saying to you. If one person says it, is it gospel? Do you need to hear from other people? Where is the trend so that you really know that you’re putting your energies into the right places? I think you need to think about, who are your advocates, your evangelists, your go-to people within the selling organization, and create a way to keep them on your hotline number, if you will. Whether it’s a chat, or slack, or just on your cell phone, a straight-up old-fashioned text. Talk to those people and get feedback from them. Think about removing assumptions, or even better yet, test assumptions. Don’t go into a new opportunity as a sales enablement leader and think, well, I know exactly how this should be, or I listened for three hours now I know what to do. Throw out some ideas, throw out some hypotheses, and test them and see if they’re going to work. SS: I love that. I think that’s a great technique. Another thing that we expect going into uncertainty with all of the changes is being able to navigate change, in particular at the leadership level. How does leadership turnover impact sales enablement, and what advice do you have for how enablement leaders can effectively manage this change? JG: Yeah, that’s a big one. I mean, we are all in the business of change in sales enablement. Changing around us, changing the selling environment, changing the leadership team, these are all transitions that you have to deal with on a regular basis. You’re going to have situations where new a leadership team is going to bring in their own teams, and that might leave you in a predicament, but be open to what that means to you and how you can learn something. Or worst comes to worst, leave, but leave on a good foot. They are calling this coming out of the pandemic, the post-pandemic, as the great resignation. We need to recognize that there’s change afoot in this theory of lots of job changers out there, so you need to think about your relationship with the new leaders. Think about what’s important to you. How have you been successful in the past? How do you build relationships with these people who are now in the seat of power? Find a way to connect first and foremost at a personal level. After that, think about, I need to be open. Maybe the new leader does enablement a different way. Maybe they would like to hear about how we’re doing it here. Be open to change. Have an open mind, it's really important. I would say be your authentic self. Don’t play games. It goes without saying, but this is business we’re in, so don’t play games. Come with authenticity and plan for how you’re going to represent you, how you’re going to represent your team. Don’t try to flood the new leader with we did this, and we were successful here, and we always do this, and this is the way we’ve done it, because you’ve lost them right from the start. On the other end of that, I would encourage full transparency and open, honest communication. You’re probably not perfect in your role today, and so as you meet and engage with your new leader, talk about some of the things that you’ve struggled with, some of the things that you would love to do better. I think coming with that open mindset is really going to make a difference as you learn and transition into a new team. SS: I think that open mindset is absolutely critical. What would you say from your perspective are some of the other core skills and attributes that sales enablement practitioners need to be successful in sales enablement today? JG: Yeah. I think that the post-pandemic world and really what’s happened in the last, what 15, 18 months has really just identified that we all need to be thinking and acting much more flexibly. We turned on a dime to transition all going home and working from an environment that we weren’t normally working in, and we were both flexible and adaptable. I think as we come out of that and look at the new world, we also have to keep that skill, so flexibility and adaptability would be really important I think. Also, ongoing would be just empathy for the seller, their environment is changing underfoot. The world is so different, but it’s also the same. You really need to put yourself in the shoes of the selling organization that you’re supporting. I think you need to work with urgency as long as you’re working on the right things. You have to balance between important and urgent. And then the last thing, be willing to make mistakes. You learn from your mistakes. That’s how we get better at what we do. SS: Absolutely. Now, Jill, you are from my perspective, and I know many in the sales enablement industry view you as not only an enablement leader within your own organization, but amongst the community of enablement professionals. I’d love to understand from you, what are some of your top tips for how enablement professionals can advance their own careers within the enablement field? JG: I love that question too, Shawnna, because it is a great time to be in the world of sales enablement, revenue enablement, or whatever employee experience and enablement. It’s really getting very broad. I think that, like we often talk to sellers it's about building your ecosystem, networking. You need to think like a seller and create an environment around you of people who can help you succeed. Now, some of those people are going to be in sales enablement, and some of them might be in sales operations, or they might be in true seller roles, but I think you need to think through, what does your own personal ecosystem look like? I would add to that, there’s so many enablement organizations that are coming out, Sales Enablement PRO, of course, SE Society as well, and there are other little groups that are bubbling up. Find one that works for you. You might not want a big, broad one, you might want something really local, you might want something that networks on a monthly basis. You need to find something that you can invest in and make the time for and prioritize. As I was thinking about our conversation today and I went back to a 1995 issue of Fast Company, and probably some of the listeners may not have even been born yet in 1995, but there was one of the early Fast Company magazines that came out and it said, “work is personal.” I remember that headline, even though it’s so long ago, because it really resonated even for me and my career around sales enablement. Some of my best friends are enablement practitioners. This has become a lifelong journey, and I think that people will find people who share the same ideas, share the same strategies, share the same values in sales enablement, and they’ll connect with them. Forever, they will all be better people. SS: I love that. In any enablement role, we’ve talked about being able to partner with those in leadership roles, but getting stakeholder buy-in has always, I think especially for enablement been, an important component of success. I mention this because at one of Sales Enablement PRO's Sales Enablement Soiree Events back when we were having in-person events, which hopefully we will again very soon, you mentioned in a panel that you were on at that event how critical it is to get 360-degree buy-in, not just at the executive level. How can sales enablement practitioners get buy-in for enablement initiatives across all levels of the organization? JG: Yeah, that’s a great question because it’s really important. If you just have a relationship with the leadership team, you probably don't get the results that you want because it becomes more of a police nation. I don’t think anybody really sets out with that goal in mind. It’s important that you, whether you’re a team of one or a team of many, really look across the sales organization and make the time to invest in building those relationships. With a rep, you might ask to do ride alongs, listen in to phone calls, help coach them If they’re struggling. With a sales manager, you might have a monthly one-on-one and talk about how everyone’s doing on the team and see if there’s any areas that you or someone on your team can support in their growth and development. With the leadership team, it’s gaining buy-in. It’s almost starting at the top with an enablement initiative. I want to get you Mr./Ms. VP through the program so you see the content, you consume it like a rep would, consume it and you give us real actionable feedback about how we can ensure that it’s part and parcel of what we do. We talked about it a little bit already, but it’s about making that investment in the individuals throughout your organization that gravitate to you, gravitate to enablement, gravitate to the content and the programs that you’re delivering. I’m sure everyone knows who they are. You can probably get a list of people off the top of your head. If you think about it, who’s always the first one to do that training? Who’s always the one who says this is great, you should do it? Work on building and establishing those relationships and use them to help spread the news, spread the wealth, and to give you real practical feedback on everything that you do. Don’t just do it as a one-off, do it continuously, and you’ll find that people will voluntarily give you the feedback that you desire and that you need to do better with what you are doing. SS: I love that answer, Jill. Now, I’ve enjoyed this entire conversation. I think this is not only exceptionally useful for those that might be looking to go into the role of sales enablement, but even for those that have well-established careers within enablement. I just want to close with one final question because I love that, and you’d mentioned earlier that it’s really important for enablement professionals to be in the mindset of a seller. I had once heard you mention that selling with curiosity is one of your key priorities for this current year. I think curiosity is so important across multiple professions, but especially within sales enablement. Can you share what this means for your enablement team and how this mindset can help the sales organization get set up for success in the coming years? JG: That’s a great question. Selling through curiosity is definitely a mindset, and when you take out any “fancy words,” it’s just wanting to know more. When we think about the whole profession of being a seller, our best sellers want to know more. They’re motivated to understand their prospect and how they can solve problems for their prospect. If we take that out of the seller and put it into the seller enablement team, then we’re doing the same thing. We’re asking questions, we’re not ever satisfied, we want to do better. When we do something, anything, whether it’s our kickoff or it’s a new product launch training, before during, and after we say, what could we do better? How would this have been more useful for you? We have a leadership meeting coming this week and our last poll question is, should we do more of these? It’s as simple yes, no, of course, but it’s the kind of thing that lets you be curious about the types of reactions that you’re going to get. We try and do that whether the projects big or small. SS: I love that. I tell my team something very similar. That nothing’s ever perfect, and we can always find new ways to improve. Jill, thank you so much for joining us today. I enjoyed this conversation and the opportunity to catch up with you. JG: Thank you, Shawnna. It was great. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear from you.

In this episode we discuss managing transitions when not everyone on the team is in support of the transition. How do we lead inspire the team even if we are not fully on board?

The hosts discuss life changes, challenging transitions, and handling them. We're having the difficult conversation about empty next, marriage, childbirth, job loss, moving, etc...

(4 min) Learn several techniques you can employ to help you manage transitions. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Debbie talks with Jeff Hamaoui, Modern Elder Academy Co-founder and Chief Education and Innovation Officer, about getting through the "messy middle" of this pandemic transition year as we all wonder what comes next.If you’ve been listening to the podcast for a while you’ve heard her mention MEA and you might have heard her interviews with founder Chip Conley. You'll recall that she's been to this remarkably beautiful and healing place in Baja California, Mexico. MEA is a program, or an academy, where you focus on re-thinking what it means to get older and  how to become a wise, or modern, elder.This winter Debbie joined MEA’s online program, Navigating Midlife Transitions. She felt acutely that she needed time and space to reflect on - and make sense of - this pandemic “gap” year. And that she needed to do it with a group of like-minded individuals. Jeff’s guidance through the program  was truly provocative. So she called him to dive a little deeper.Aren’t we all, this year, in the middle of a transition that isn’t complete yet? Jeff, and others who have studied transitions (most notably William Bridges), call this the "messy middle." It’s a period that’s not easy, or comfortable, to get through. The old has ended but the new has not yet started or at least it’s not clear what the new will be. And not just for society but for each of us individually.Debbie and Jeff talk about:Why Jeff's interest in transitionsWhat is a modern elderThe anatomy of a transitionThe concept of messy middles and how to get through themWhy a growth mindset is importantPattern interruption - why you need to go to a place to rethink aging and midlifeAt the end of the episode, listen for the sound of birdsong and water trickling from a fountain as Debbie reports back from a recent visit to the MEA campus in Baja with her husband Sam. Mentioned in this episode or useful:Jeff Hamaoui Co-founder of MEAModern Elder AcademyChip Conley Founder of MEAChristine Sperber Co-founder of MEAKari Henley Director, MEA OnlineNavigating Midlife Transitions, MEA’s Online Program (enrollment open now)Personal Values Online TestWisdom at Work: the Making of a Modern Elder by Chip Conley (Currency 2018)Managing Transitions, 25th Anniversary Edition by William Bridges and Susan Bridges (Da Capo Lifelong Books 2017)Mindset: The New Psychology of Success by Carol Dweck (Ballantine Books 2007)The Gap Year Podcast S1 – Ep. 6: Chip Conley on Growing Wise at Modern Elder Academy (Modern Elders, Part 1)The Gap Year Podcast S1 – Ep. 7: Four Different Decades on Transition and Reinvention (Modern Elders, Part 2)El Pescadero, Baja California Sur Note from DebbieI hope you enjoyed this podcast. Would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than sixty seconds, and it really makes a difference in attracting new listeners and upcoming guests. I might read your review on my next episode!Sign up for occasional updates and get my free writing guide at http://eepurl.com/qGTPConnect with me:Twitter: @debbieweilInstagram: @debbieweilFacebook: @debbieweilLinkedIn: www.linkedin.com/in/debbieweilBlog: gapyearaftersixty.comEmail: thegapyearpodcast@gmail.com- Debbie We are looking for a sponsorIf you are interested in reaching a smart and thoughtful audience of midlife listeners, with a bent towards growth and possibility, contact Debbie Weil. Media PartnersNext For MeEncore.orgMEA Support this podcast:Leave a review on iTunes: it will help us find a sponsor! If you are interested, contact Debbie WeilSubscribe via Apple Podcasts, Google Podcasts, Stitcher or Spotify Credits:Host: Debbie WeilProducer: Far Out MediaPodcast websiteMusic: Lakeside Path by Duck Lake

As schools and families prepare for their students to return to the physical classroom, teachers, staff, students, and parents are wondering what to anticipate. School staff will need to support students' emotional health, while simultaneously managing their own transition back to the classroom and the related anxiety. Join us this week as we talk further with Cherie Spencer, a Social and Emotional Learning Coordinator from Galveston, Texas, about how we might manage these transitions, while also providing care and support structures for all those involved. Visit AVID Open Access for the resources mentioned in this week's podcast.

In this episode, we dig into the challenge of keeping an organization moving forward in times of turbulent transition. Bob ‘n Joyce share resources that have helped them and may help listeners today. Turbulence and change are the new normal. There are good nuggets to be mined in this episode.

Chris, Ryan, and Kayla the difficulties our kids experience with transitions. But they don't leave you hanging, they also share ideas to empower you to manage those transitions well.  Become a patron of the Empowered Parent Podcast We love that we can play a part in bringing hope, encouragement, and healing to families across the world. We are so thankful for the people who have poured into us so we could pour into others. Would you consider supporting our ongoing work by becoming a patron of our podcast? One Big Happy Home Web | Facebook | Twitter | Instagram | Email | Trauma School | Patreon Produced by Dallas Stacy

Joshua 1:5 The Lord tells Joshua that I have your back God wants to enlarge your territory Isaiah 54:17 God's Presence is always with you

This is me in real life. Think: my personal journal. I rambled on in this one. I needed it for myself. Hope it helps you too... remember, keep your head up. The bright light is ahead of you. xx WW

Joshua 1:1-9 God will speak things into existence that we have not yet seen Our time isn't God's time God has already given us things we haven't thought of

Joshua 1:1-9 God will speak things into existence that we have not yet seen Our time isn't God's time God has already given us things we haven't thought of

NUGGET CONTEXT Vinay speaks about how the two phases of transition played out when the power shifted between Vajpayee and Advani. He speaks about the how the transitions were not sudden and how the two leaders handled themselves in the situation. GUEST Vinay Sitapati returns to the Play to Potential Podcast on the back of his recently published book - Jugalbandi - The BJP before Modi. The book begins with the creation of Hindu nationalism as a response to British-induced elections in the 1920s and moves on to the formation of the BJP in 1980 and ends with its first national government, from 1998 to 2004.  The book also traces the entangled lives of its founding leaders Atal Bihari Vajpayee and Lal Krishna Advani. Vinay digs into various moments to really understand what made their six decade relationship tick. He teases out the secret recipe behind their cohesiveness despite twists and turns in their respective fortunes. He says that what kept them together was fraternal love, professional synergy and, above all, an ideology that stressed on unity.  This podcast is for information and learning purposes only. All content and opinions expressed in this podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman or Transition Insight Private Limited (TIPL). Deepak Jayaraman and TIPL do not have any political affiliations or associations of any sort and this conversation is intended to be a non-partisan interaction. Published in Dec 2020. HOST Deepak is a Leadership Advisor and an Executive Coach. He works with leaders to improve their effectiveness and in helping them make better decisions specifically around organizational and career transitions. He currently runs Transition Insight (www.transitioninsight.com) and works with leaders to handle phases of transition thoughtfully. He has worked as an Operations Consultant with KPMG in UK, Strategy Consultant with McKinsey in the US and as a Leadership Consultant with EgonZehnder (a Swiss Leadership Advisory firm) where he helped companies recruit CEOs, CXOs and Board Members and worked on Leadership Development. Deepak is a certified CEO Coach and is an alumnus of IIT Madras, IIM Ahmedabad and London Business School. His detailed profile can be found at https://in.linkedin.com/in/djayaraman OTHER GUESTS 1.Vijay Amritraj 2.Amish Tripathi 3.Raghu Raman 4.Papa CJ 5.Kartik Hosanagar 6.Ravi Venkatesan 7.Abhijit Bhaduri 8.Viren Rasquinha 9.Prakash Iyer 10.Avnish Bajaj 11.Nandan Nilekani 12.Atul Kasbekar 13.Karthik Reddy 14.Pramath Sinha 15.Vedika Bhandarkar 16.Vinita Bali 17.Zia Mody 18.Rama Bijapurkar 19.Dheeraj Pandey 20.Anu Madgavkar 21.Vishy Anand 22. Meher Pudumjee 23.KV Shridhar (Pops) 24.Suresh Naraynan 25.Devdutt Pattanaik 26.Jay Panda 27.Amit Chandra 28.Chandramouli Venkatesan 29.Roopa Kudva 30.Vinay Sitapati 31.Neera Nundy. 32.Deepa Malik 33.Bombay Jayashri. 34.Arun Maira 35.Ambi Parameswaran 36.OP Bhaat 37.Indranil Chakraborty 38.Tarun Khanna 39. Ramachandra Guha 40. Stewart Friedman 41. Rich Fernandez 42. Falguni Nayar 43. Rajat Gupta 44. Kartik Hosanagar 45. Michael Watkins 46. Matt Dixon 47. Herminia Ibarra 48. Paddy Upton 49. Tasha Eurich 50. Alan Eagle 51. Sudhir Sitapati 52. James Clear 53. Lynda Gratton 54. Jennifer Petriglieri. 55. Matthew Walker 56. Raj Raghunathan 57. Jennifer Garvey Berger 58. BJ Fogg 59. R Gopolakrishnan 60. Sir Andrew Likierman. 61. Atul Khatri 62. Whitney Jonson 63. Venkat Krishnan 64. Marshall Goldsmith 65. Ashish Dhawan DISCLAIMER All content and opinions expressed in the podcast are that of the guests and are not necessarily the opinions of Deepak Jayaraman and Transition Insight Private Limited. Views expressed in comments to blog are the personal opinions of the author of the comment. They do not necessarily reflect the views of The Company or the author of the blog. Participants are responsible for the content of their comments and all comments that are posted are in the public domain. The Company reserves the right to monitor, edit, and/or publish any submitted comments. Not all comments may be published. Any third-party comments published are third party information and The Company takes no responsibility and disclaims all liability. The Company reserves the right, but is not obligated to monitor and delete any comments or postings at any time without notice.

Joshua 1: 3-4 -The blessing of God is in a place -God has predetermined out life -God has timing for when he does things, and we need to learn to move in God’s timing -God has ordained my victory! He has not ordained my defeat!” -God is orchestrating things in our lives and we have to learn how to move in sync with him -God didn’t give them everything, He gave them everything he had ordained them to have

Joshua 1:3 -God is only obligated to bless my effort when doing what I am ordained to do God's goal is not to make us happy, but to make us fulfilled in him God is not going to bless me when I am move in my own self

Welcome everyone to LFY Fearless Fridays where I offer a quick tip, exercise, or just a thought on how you can live more for yourselves. Today is your day and how can you make it fearless!Send your thoughts to contact@liveforyourselfconsulting.com or just connect with me on LinkedIn at https://www.linkedin.com/in/ritterbenj.

Today Pastor Lee tells us that we can't just pray for those we know better than others, but we pray for everybody

Joshua 1:1-9 Realize that there will be barriers and obstacles in your way Realize that God's plan is about more than just you Leaders are destination minded

Joshua 1:1-9 Divine delays does not mean Denial God's timing is everything

Pastor Lee Continues on his message and lets us know that we should always realize that change and transitions will come and to be open to listen for and wait for instructions from God

Pastor Lee lets us know today that, No matter the situation, God Always turns it around for good

Alyssa Dickman leads a discussion of Managing Transitions by William Bridges and Susan Bridges. We discuss how changing processes and systems is different from leading people through transitions and why change fails if the transition isn't managed well.

-Joshua 1: 1-9 - At times God has to strengthen and stretch us - We need to learn how to deal with transitions -Realize and accept that change and transition will come

Being resilient in the face of challenge and transition is tough. Regardless of what change you are currently going through – your emotional well-being and mindset play a critical role in your ability to navigate difficult circumstances. One important element of a healthy mindset is staying focused on what you can control instead of wasting your valuable physical and mental energy on things that are outside of your control. Tune in to learn more actionable tools to help you manage life transitions! Read the show notes: https://www.brainshape.ca/podcast/managing-transitions-lynn-nicolai Visit our website: https://www.BrainShape.ca/ Follow us on Instagram: https://www.instagram.com/BrainShapeTO/ Follow us on Twitter: https://twitter.com/BrainShapeTO Like our Facebook Page: https://www.facebook.com/BrainShapeTO/

Episode 116: A Guide to Managing Transitions! by IT Services

Have you ever looked forward to a break between semesters or training only to be frustrated when expectations aren't met?   If so, you are not alone!  Sometimes physicians (and their families) struggle with free time.  In this episode, we explore how to discuss each other's needs and how to communicate those expectations. For complete show notes and additional resources visit www.marriedtodoctors.com

Change is constant. As a leader and Change Agent, you are responsible to lead change efforts in your unit which includes leading staff members through the change in a way that produces a positive outcome. Staff members expect you to have all the answers, have a clear vision of where you're heading, have anticipated all the possible obstacles, know just what staff members need. Most likely, you don't. Most change efforts are filled with ambiguity. William Bridges, Ph.D., author Managing Transitions(link is external) (2003), and the updated second edition of Transitions(link is external), (2004), identifies a specific difference between change (a new policy, practice, structure) and transition (a psychological reorientation that people need to go through in order to adapt to the change). A good Change Management plan will include both. --- Support this podcast: https://anchor.fm/marilena-beuses/support

The coronavirus epidemic and the residual economic effects are spurring life transitions for a lot of people, from small changes to more dramatic “lifequakes.” How can you effectively manage life transitions of any magnitude? In this episode, Arthur is joined by New York Times bestselling author Bruce Feiler to discuss his new book, Life is in the Transitions: Mastering Change at Any Age. Together, they outline some practical strategies for optimizing life's inevitable changes.

The coronavirus epidemic and the residual economic effects are spurring life transitions for a lot of people, from small changes to more dramatic “lifequakes.” How can you effectively manage life transitions of any magnitude? In this episode, Arthur is joined by New York Times bestselling author Bruce Feiler to discuss his new book, Life is in […]

[music] 00:02 Susan Kaye: If you don't let it heal, you won't get better. 00:08 Paola Granati: Welcome to this episode of the World of Work podcast, the WoW. I'm Paola Granati, and today we will talk about how to best manage transitions together with Susan Kaye. And as you just heard her say, healing is an important part of that process. It's an important part in order to be able to move on to something new. Before we kick this off, a brief introduction of today's speaker. 00:32 PG: Susan Kaye is a senior HR professional with extensive experience in all areas of the HR function, having worked both in a large Fortune 500 corporation, as well as a boutique, outplacement firm, she really has this unique combination of very strong career coaching and counseling skills together with an in-depth understanding of the strategic value of people in organizations as well as of HR. 01:00 PG: A dual British-Swiss national, she has lived and worked in the UK, Mexico, Switzerland and the US, and has traveled the world for both business and pleasure. I started this conversation by asking Susan to help us better understand what we typically mean by transitions in the world of work. 01:19 SK: First of all, transition means we're going from one state to another, so we're going through a change process, and, that change generally is... If we're talking in the employment area, is from an old job to a new job. Now that can be a transition and a change that's taking place voluntarily; it can be a choice, a personal choice, it can be an internal change within a company, and then you're transitioning from one particular situation in one company to another situation in that same company. 01:57 SK: It can be a transition from one company to another, again, as a choice, but very often when we're using the terminology in the career counseling arena, we're most often talking of transitions that are taking place in situations where employers have made the decision for a whole variety of reasons that that person's job is no longer necessary, and that that person needs to leave the organization. And then we talk about a career transition process. And it's in that case, a transition process that has a starting point which is not voluntary or at least, not decided generally by the individual it concerns. So it's a change from one state to another, but that's basically provoked by a decision that the individual it concerns doesn't control. 02:56 PG: Yeah, even if individuals may know that something's coming, it always does come as a... 03:02 SK: As a shock. And I've... Absolutely. Yeah, absolutely. And by... When... When it's not a personal decision, I.e., the individual saying, "Well, I want to move into another job, into another role, I am taking this decision," when that decision is taken by someone else, fundamentally, the individual's environment is rocked and completely turned upside down. And even in situations, one you've just mentioned, people could be assumed to have expected that it was going to happen, because maybe the economy is down, maybe the firm is not doing well, maybe their boss doesn't like them; there are 15,000 reasons why this could happen, it doesn't stop the fact that it is always a shock. 03:50 SK: Even when people expect it, that shock will have different impacts, depending on whether it's actually a relief, because there are situations when the individual comes out of it, saying, "Finally, it's done, now I know where I am, even if I don't really know where I'm going but I know what the situation is." But there are lots of situations where it's not a relief. It's a shock, it's... It's... It's a total catastrophe, their world is falling down around them and they need to be able... The individual needs to be able to manage that. 04:30 SK: And the reality is, that the first most frequent reaction is going to be shock, which can put people in a total non-reaction mode, where they look as if they haven't really heard what you've said to them, and then that is going to... They're going to move from there, and they're gonna move in different ways, depending on their personality and depending on their history and what they've already lived through. Some people are going to move very quickly into an angry zone, some others are going to try and shrug it off and move into a zone where they say, "Oh, I'm fine." Others are going to be in total denial, they're going to be trying to negotiate their way back in. So, there are... And all of these different reactions can be simultaneous, they're practically simultaneous for some people, everything's happening at the same time. 05:28 SK: So that's why it is such a complicated time to deal with because... Because people are reacting and don't feel in control anymore. And so, the key message that needs to be able to go through, to people in that stage is first of all, it's okay to be angry, it's okay to be upset. It's... It's okay to want to vent about a decision that one wasn't consulted about, and that one just fundamentally disagrees with. It's okay to have that, but it's not okay to spend the next six months complaining about what happened and adopting the approach of a victim that has no control. In the moment, when you're informed, you have no power and you couldn't be in control, but as time passes, you will move on if you can accept that it's not the situation that was forced upon you that dictates how you should react to it. You are still your own person, and you have tools and means, and abilities and skills, and competencies that you can... Your resources you can use to stand back up on your two feet. But you need to accept it's going to take a little bit of time. 07:07 PG: And it's going to take time, but not too much time. That's also what you were saying. It's like, there's a moment of grief. Let's put it this way. There's a moment where, allow yourself that moment of anger or frustration or... Before you get to the acceptance. But you need to make sure that you move on to a next state that allows you to look at it with a resourceful perspective, because, ultimately, I think people tend to underestimate the fact that this negativity, because these are emotions, anger or whether it's anger, whether it's frustration, whether... I would also imagine, yes, grief are emotions that are part of who we are as humans, of course. They tend to drag us down. They're not necessarily boosters of forward-thinking and even of looking into, "Oh, okay. What other options can I have?" 08:14 SK: Yes, absolutely. But if I can come back to the notion of time, this will... When people ask me, "How long is it going to take for me to feel better about all this?" There is no one answer. Because everyone is unique and people are going to react differently. But there's a comparison that's a useful comparison. When you are told from one day to the next, that your job is over, that your career is over in that company and that you're gonna have to get back on the market, and maybe you haven't done that in 20, 30 years, or maybe you've never done it, then it's extremely scary. What you're in fact, facing is a similar situation to what you face when you're riding on your bicycle and you slide off the road and you break your leg. You break your leg, it hurts, you go to a doctor, you get potentially an operation or a cast or whatever it is you need. 09:11 SK: You are going to inevitably accept, because it's a broken leg and it's very visible, that you're going to have to let time pass for it to heal. You don't heal a broken leg in two days. It's going to take whatever it is, six weeks or something like that. That is a fact. The difficulty with when you lose your job, is that you are in fact going through a similar process, but it's a mental process. Something has broken. And if you don't accept that that something needs to be taken care of, and therefore you need to allow your body and your mind to react to that and allow it time to heal, you're going to be doing like the person who sprained their ankle and goes right back on their (bicycle)... Or... If they can, running around and they're just going to make it worse. Because if you don't let it heal, you won't get better. So how do you heal? Well, you get help. Fundamentally, it's the same as when you break your leg. You don't expect that you can resolve your broken leg on your own. 10:22 SK: Well, same thing. You lose your job, you've had a huge slap in the face, it's something very violent that's happening to you in terms of your personal... Your self-confidence, your feelings about yourself, what you think you're worth. So I generally recommend to people that one of the first things they should do in the early days is actually go and seek out just their general practitioner and just talk to someone in the medical world about what they're feeling. They're probably not sleeping well, they're probably having nightmares, they're maybe, they're probably feeling very angry and maybe feeling violent. A lot of things can be happening. Well, there's help out there. And talking to someone, to someone you can trust, someone who's neutral, who's not emotionally involved in what you're living through. So I'm saying your doctor or someone else, a third party. Talking to your spouse, of course, people are going to do that. But the spouse is very, very, very involved emotionally, and that can create another set of complications. So yes, you talk to your spouse, but you can't expect your spouse to be the one who's going to be carrying you along this way. 11:43 PG: That's an important part too, which is the ripple effect of actually the moment you do lose a job. Of course, it impacts you, but it impacts the ecosystem as well within which you live. So that's your family, that's your close friends, your close relationships. And everyone is different. To your point, everybody reacts differently. The fact of the matter is most people will know, or most people definitely in your family or will sense that something has changed. And it's interesting what you're saying to seek out more of a third party, a neutral type of individual who is also qualified. 'Cause one thing is, somebody who listens to you, which is really not the point. It's really not the point. The point is... To your point, when you break a leg, you've got to find somebody who's going to fix it for you or who's going to help that leg heal, so reaching out to somebody qualified in this area is really important. What would you recommend those who say... Not necessarily they're in denial but that they say, "I don't need... I don't need to do this, I don't need to go through this process of grieving, I'm just angry and I'm just going to get back into the market, get on with my life. And it's fine, it's everything is good." 13:20 PG: Have you ever encountered those situations in your profession as an executive career counsel? And let's not forget, right, in many cases, egos are also impacted, and by egos I mean the sense of identity, individuals who may have had very important leadership positions and all of a sudden are asked to leave. Their sense of worth perhaps is also impacted. I'm curious to hear your perspective on that and what have you seen. 13:56 SK: A lot of people will try and hide or push back their anger and say, "I'm moving on. No, I'm fine." And as you say, very often at pretty senior levels, because it's very difficult for most of us to admit that we have been completely demolished in our own estimation of our worth by what's happened. We no longer believe we're capable of doing something or doing it properly. And to mask that, how do you mask your lack of confidence generally by overly talking about how good you are at something and that there is no problem. So how as a consultant, I would work with someone who's like that. There's not much point at first in confronting someone in the early days about, "You're wrong, and that's not how it's going to work and you're going to sink anyway, and you're going to... " There's no point because that's not going to help them. 14:58 SK: So you help them in different ways. You help them by making them work through what they've worked on, what they've achieved, how they can talk about what they've achieved. And progressively, you pick up on sentences, on things that they will say inadvertently as you go through the conversations with them and you ask them things like, "How are you sleeping these days?" And when they say, "Not really, yeah, I've been up since three this morning," and you say, "Well... " That's when you sort of going to start opening the door about... "Well, you do realize that what you're just going through is, it's not easy for anyone, most people don't sleep well after this." 15:50 SK: So you use what they reluctantly, but inevitably will start communicating to get a little bit more into the whole self-care, "Take care of yourself, you have been hurt, there's no shame in admitting that you're hurt, there's no shame in being depressed, anxious." And it takes time. Some people, it's going to take a long time, others, it's going to go faster. It's very... To me, that's very... It's linked to two things, one is how the communication came through to them, and the other one is how well they are surrounded by friends and family. And those two components are absolutely key in this process. 16:47 SK: If the news was delivered in a human fashion, then moving on and accepting and being able to turn that page over is going to come easier because they were still treated with respect, and they didn't lose their self-respect by losing their job. When the actual discussion was a bad one and unfortunately, it does happen, then not only is the person angry, but they've been basically told they're worth nothing, and that makes it... And they're not respected, and that makes it very difficult to move on. The same about family members and friends. If you go home and your spouse's reaction is, "Oh my God, what did you do to get fired?" That's going to be very complicated to manage. So your surrounding is hugely important. 17:55 PG: Exactly, so what you're saying about you must have done something wrong to... Why you and not somebody else, or why were you amongst those? And unfortunately, sometimes family with all that... With love and in good intentions, there is that risk of kind of pointing the finger and making you feel even more insecure because maybe it's something you've done as opposed to a situation that may have happened to you. Well mind you, of course there are differences, right, as well, if it's been a performance-driven issue, although that opens up a whole other debate which we will not go into... 18:38 SK: No, we don't want to go into it and I understand, at the same time I think it's very important here just to say that I always try to reinforce with people, they lost their job because for a number of different reasons, the company decided that that job should not be filled by them or that that job needed to disappear. So when people say, "I got fired," I say, "No, you did not get fired. Your job was suppressed," or "your job was transferred to another country" or there're a whole lot of other reasons, and when you talk about performance, in the whole career, in the 15 years I've been counseling people who have lost their jobs, honestly, the real pure true performance-related firings, to use that horrible word, are very few and far between, because there are so many other parameters that come into... A good performer in one place is a bad performer in another, etcetera. 19:45 SK: So yeah, we're not going to go there. But the fact is that what helps people move on is when they start understanding that even if they have lost their job, they have not, from one day to the next, become nothing from a professional standpoint. They're still professionals, they've got tons of skills, of competencies, of knowledge, of experience, it's all there, it's just not associated now with a company, but that doesn't mean they're not professional. And that is something that a lot of people have trouble focusing on because their focus is, "If I don't have a job anymore and I got fired, I'm no good, and I'm not worth anything." And the whole point of what will get people back onto the right track and the positive track is getting them to the state where they say, "Hey, I'm good at this and I like it, and I can do it," and then they can move on. 20:48 PG: And that is ever so important, learning how to move on is a positive mindset, and turn the page and start new. So that was the end of first part, of the first part with Susan Kaye. We are also going to be moving on to part two, should you be interested to continue to tune in, to listen to the end of this episode, feel free to subscribe and you will have access to the private part of the podcast. Thanks for listening. Looking forward to the next time. 'Til then, take good care. [music]

This week during the FitLeader Friday webinar, Mark O'Reilly & Kevin Light delve in to how to manage your daily transitions. This freedom between activities, as Mark refers to them, are extremely important in our day to day lives and need to be managed in an effective and positive manner.

In this episode of the Mentor 4 Moms Podcast with Susan Seay let's talk about the book Managing Transitions: Making the Most of Change by Susan and William Bridges. Their book is a trusted resource in the business community that's full of practical applications for families. Join Susan as she shares some of her favorite takeaways on managing change.   Links from today’s episode:   My website: http://susanseay.com   For more information on my products: http://susanseay.com/shop   Connect with Susan Seay   Facebook // Instagram // www.facebook.com/SusanLSeay/ http://instagram.com/susanlseay Ways you can support this show:   Help me to connect with more moms who could use a mentor that offers lots of encouragement and practical tools. If you know a mom who desires to be more intentional but just doesn’t know-how…   Share this episode via email or text Post about this episode on your Facebook, Instagram, or Twitter - add - #Mentor4Moms to your post

The guys finish this series on Transitions by talking about what it looks like and feels like to enter into the rhythms and culture of a new context for life and leadership. They believe that knowing what you are up against is key to transitioning well.

The guys talk about the middle stage of transitions - wandering. They draw on insights gained from Bridges about some of the thinking & feeling that happens in this uncomfortable stage. They land with practical steps while you are in this space.

Dave & Chris talk about what is happening when we venture through transitions in life & leadership. They approach this from insights gained from William Bridges. The key - will we embrace or resist transitions?

In this episode, Tristann Rieck, owner of Brass Bell Music in Milwaukee, WI talks about dealing with ownership transitions in a generational business, coming back from bankruptcy, and why you should be doing more with music advocacy. Hosted by Donovan Bankhead, President at Springfield Music, Inc - a NAMM Top 100 Full-Line Instrumental Music Retail Business. Want help with your business? Find Articles, Resources, and Coaching/Consulting services at http://www.musicretailconsulting.com Podcast Website: https://anchor.fm/musicretail --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/musicretail/message Support this podcast: https://anchor.fm/musicretail/support

A well-managed transition can make or break your day.  It can be the difference maker, for the difference maker (a.k.a. YOU).  Whether you are preparing for a macro-level transition like school year to summer break, graduation to life after school, or something as world-changing as becoming a foster or adoptive parent . . . the ability to recognize, anticipate, plan for and then roll with the actual experience of transition is essential for you and your family's well being. In this episode Ryan, Lori, and Shawn pick up where they left off with part 1 "Summer is Coming, Managing Transitions".  You don't have to skip over there now.  It is perfectly fine to listen to these out of order.  But we do encourage you to make time for both. We are excited to announce that our next several show discussions after this one will be a study of the 12 strategies presented by Daniel Siegel and Tina Bryson in their book, The Whole-Brain Child.  We encourage every parent to own this book and incorporate these strategies into your own parenting toolbox.  If you don't already own a copy, we encourage you to use the link below to make the purchase from Amazon.  Amazon will give us a percentage of the purchase which will go to help support our show. We encourage you to read along with us over the course of the summer.  We will tackle the introduction, chapter 1 and chapter 2 in our next episode.  If you are part of a small group or supportive community, you might even consider taking the summer to process these strategies together, using our discussions as a sort of study guide or conversation starter. Here is the link:  https://amzn.to/2W9Vxka  Also, we have started a Facebook Group for listeners of the show to connect with one another and engage with our hosts.  You can join the group here:  https://www.facebook.com/groups/fosterfamilymatters/ This will be a great place to engage in our discussions and we would love to hear your ideas and suggestions for upcoming episodes and topics.

  Hi, this is Mark Jones and today I want to share a story about how I completely overhauled the most important ministry of the church and did not lose one member. But before we get into that, I want to thank you for listening to Coaching Christian Leaders.  I truly appreciate your support. Since episode 22 we have been studying how to lead change in your organization. We learned that all changes go through three distinct phases. First, something must end. Then the second phase is what Dr. William Bridges in his book Managing Transitions the neutral zone. And finally, the third phase is the starting of something new. Today we are going to talk about starting that new ministry. And I will have several coaching questions for you that will help with the startup In the last episode, we focused on the work going on while you are between the old and the new – the neutral zone phase. I recommended that create and manage a transition management team. This team is preparing future leaders, creating the necessary materials – curriculum, policies, things like that. It is a highly creative time, that should never be skipped. One thing the transition management team must create is a 30-, 60-, 90-Day Plan. This 30, 60, 90 Plan will get your start-up off on good footing, and most importantly it will enable you to get some early wins. John Kotter, in his book Leading Change, really stresses the importance of these early wins. I am really keen on Dr. Kotters’ book, Leading Change. I want to recommend you pick up a copy. It is an excellent book and I will be referring to some of his ideas today. And in future episodes, we will dive even deeper to try and take Dr. Kotter’s ideas and apply them to the church. Like William Bridges book, Managing Transitions, Dr. Kotter did not write his book with a church in mind. Rather, the focus is on businesses. But I do believe we can learn from these books and put into action many of the things they present. Let me quickly share with you Dr. Kotter’s 8 Step Change Model. A few of his ideas will shape this episode. And I will come back to John Kotter’s work in future episodes. Create an Urgency – I there is no urgency for this change you are attempting then it will fail. You, the leader, need to communicate this urgency. One more thing, if your congregation or your leaders do not catch this urgency, the change will not happen. Form Powerful Guiding Coalitions Develop a Vision and a Strategy – I will say bit more about this is a few minutes. Communicate the Vision – In past episodes, I touched on communication. Remove Obstacles Create Short-Term Wins Consolidate Gains Anchor Change in the Corporate Culture – Make this change stick or become an essential part of the ministry. I will feature a few of these in today’s episode. But to get the full understanding, you need to pick up Leading Change by John Kotter. Now let’s consider your 30, 60, 90 Plan. Your Transition Management team needs to create this plan – 30, 60, 90 Plan – which will map out the first 30, 60, and 90 days of the start-up. Over the last several episodes we have used the example of changing from a Sunday School model to a small group model of discipleship. The 30, 60, 90 plan will map out what the first, second, and third month of this transition will look like and what it will accomplish. I will not go into the finer details of this plan using this example. That would not be productive. But I will cover some questions that will guide you as you develop the 30, 60, 90 plan. One question the team must answer is, What is the vision for this start-up? Two things to consider when you develop this vision. For a new ministry, I would not create a vision with a longer look than one year. In this day and age, you should not create a vision that looks out beyond three years. But for something new let’s keep that original vision to one year. In fact, what I am asking you to do is to break that first year down into 90 blocks. ..... At the end of one year, bring the team back together and create a 3-year vision. More importantly, this ministry and its vision must support the mission of the organization. Let me give you an example. Where I am the pastor, we believe strongly that God has already given the mission to the church. I teach that every local church has the same mission – and it’s the Great Commission. So our mission statement is based on the Great Commission. Every ministry we start has to support the idea of sharing Christ and building believers. If it doesn’t, we won’t start it. So my advice to you, if your new ministry does not support the vision of the church, don’t do it. Another question your team must answer as you create the 30, 60, 90 Plan is, What are the objectives or goals of this start-up? These need to be concrete, not abstract. They must be measurable. You can create objectives for each 30-day period, or set objectives for the end of the 90 days. Going back to our example – a 90-day objective for small groups might be to get 75 percent of all church service attendees in a life group. At the end of the first 90 days, we can easily measure that. This example, 75 percent of all church service attendees in a small group is what we call a Lag Measure. A Lag Measure is a key measurement for the goal. Here’s a personal example, when I step on the scale and read my bodyweight, that is a lag measure. It is a reported number that I can do nothing about, but it does tell me whether or not I reached the goal. The next question to ask as you create your 30, 60, 90 plan is, What are the milestones this startup must accomplish over the next 3 months? These milestones are your Lead Measures. A Lead Measure is what you must do the reach your objective. These are best stated as actions. You want to create the least amount necessary to reach the objective. I promised you a story about how I completely overhauled the most important ministry in the church and did not suffer for it. Here’s that story. Years back, I had to lead the church through a complete overhaul of how we financially supported missionaries. We had some key objectives to accomplish. One objective was to reduce the number of missionaries from 72 to approximately 12. Another was to support the remaining 12 at no less than $150 per month. Another objective was to put missions giving in the church budget so that the entire congregation supported our missionaries. A related objective was to fix the mission giving to approximately 25% of the overall church budget. Finally, we wanted all of the supported missionaries to be serving in such a way that it supported our goal for missions – which was church planting and evangelism. The existing method of mission support was a faith promise that individual church members made to individual missionaries and then funneled that money through the church. When I became the pastor, 100 men women and children were giving 100,000 dollars a year to missions. That was approximately 80% of the church budget. The intent was noble but it was not sustainable. Here are the milestones or lead measures we had to accomplish along the way. We needed to create a firm mission statement for the mission program – church planting and evangelism. We developed an extensive survey that was sent to all 72 missionaries. It asked many questions about their ministry – where they served, what they were doing, their mission statement, their support levels – and many other questions. The mission committee reviewed all of the surveys The mission committee then selected 12 missionaries that we would support going forward. At key points along the way, we informed the church leadership and the congregation of the progress. We informed the 12 that they would now be supported by the church budget. And we informed the other 60 that their support would no longer come from the church. We encouraged the members of the congregation who had supported these missionaries in the past to continue to do so but not through the church. Wakefield Valley Bible Church is a church with a long culture of supporting missions. I knew that this change was essential but I did not know how it would all turn out. In the end, we did select 12 missionaries, their support now came directly out of the church budget. That amount was approximately 25 % of the budget. So, in the end, it was a successful change and it still holds to this day. In you 30, 60, 90-day plan you need to anticipate the major obstacles to the success of this startup. You cannot foresee every obstacle, but you can anticipate most. So ask your team, What are the major obstacles to the success of this change? And then develop a response to the obstacles. One final thing. When you launch this change, this startup, before you begin you must identify the wins the victories. And you need to plan how you will celebrate these wins. Do not hope you have wins. Do not anticipate wins. Rather, identify your wins before you even launch. You should have at least one major win for each 30-day period. Going back to our original example – Sunday School to Small Groups – The objective was 75 percent of all church attendees involved in a small group. A win would be when you achieve 40 %. And another is when you achieve 50%. Maybe you have geographic objectives with small groups – a small group on this side of town and another on the other side of town. A win would be a new group started in a new part of town. These are just examples. The important thing is you identify them before you start and you celebrate them publicly when they are accomplished. So quickly, here are the coaching questions you can use to aid in developing your 30, 60, 90-day plan. What is the 1-year vision for this start-up/change? How does this vision support the mission of the church? What are the goals or objectives for this change? What are the milestones or lead measures that will help you accomplish the objectives What are your anticipated obstacles to success? What are your wins? How will you celebrate these wins? I really want to help pastors and missionaries develop your ability to lead change. I would love to help you build a thriving, healthy church. So if you feel like you or your church is stuck, let’s meet, look at the situation, and find the solutions that will move you and your church forward. I will have a link in the show notes. You can use that link to set up a 15-minute discovery call and from there we can schedule your two free coaching sessions. If you can’t get to the show notes to use the link, just email me at Mark@coachingchristianleaders.com. Mention you heard about this offer on the podcast. We have more to learn concerning change. We still need to learn how to make the change permanent. And we have some great interviews coming up. Make sure you subscribe to the podcast at Apple Podcasts, Google Podcasts, or anywhere you listen. Also, don’t forget to email me at Mark@coachingChristianLeaders.com if you are interested in coaching. Thanks, this is Mark Jones, and I look forward to helping you build a healthy church.

OCCUPATIONAL HEALTH. In this episode, Personal Fitness Trainer and Owner of KissGFitness RaGina McKissick shares how she's gone from being a full-time social worker to living her best [fit] life! In this interview, she shares tips on how to stay confident and motivated while pursuing a new career. For more information about RaGina McKissick or KissGFitness visit http://www.facebook.com/KissGFitness and follow her on Instagram @KissGFitness. Recommended book: Managing Transitions by William Bridges, PhD and Susan Bridges The McKissick Health Podcast is produced by SFM Design Studio and the McKissick Health team and curated to raise human consciousness concerning behavioral and spiritual health matters. Our listeners are searching for ways to improve their lives and enrich their communities while following their purpose. This podcast is for educational purposes but should not be used as a substitute for diagnosis or treatment of mental, emotional, or physical illnesses. Contact your primary care physician or a health care professional for care. Visit McKissickHealth.com for more information about our services. Follow us on social media @McKissickHealth. SUBSCRIBE & REVIEW Subscribe & Review on Buzzsprout, Soundcloud, & iTunes Are you subscribed to McKissick Health Podcast? If you're not, hurry up so you don't miss an episode. Enjoying the podcast show? Leave a review on iTunes. Those reviews help other people find McKissick Health Podcast and help guide future episodes. Look for “Ratings and Reviews” and “Write a Review” and let us know what your favorite part of the podcast is. Thank you! If you or someone you know is currently in distress and could potentially put themselves in danger or harm others, please call 911 or contact your local mobile crisis team. If you don't know the number of your local agencies, here's a list of national hotlines that will be able to help: National Suicide Prevention Line 1-800-273-8255 National Domestic Violence Hotline 1-800-799-7233 Rape, Abuse & Incest National Network (RAINN) 1-800-656-HOPE Social Welfare Services (search by location) 1-502-442-7767 National Mental Health Association 1-800-969-6642 National AIDS Hotline 1-800-342-AIDS (2437) 1-800-344-SIDA (7432) [Spanish] National Sexually Transmitted Disease Hotline 1-800-227-8922 Alcohol and Drug Abuse Helpline and Treatment 1-800-234-0420 National Youth Crisis Hotline 1-800-448-4663 Support the show (https://www.paypal.com/paypalme/SierraMcKissickLLC) --- Send in a voice message: https://podcasters.spotify.com/pod/show/mckissickhealthpodcast/message

While many have been focused on the arrival of Winter in recent months, I assure you . . . Summer is Coming.  One of the best methods parents can use for improving their own experiences is to plan ahead and help their children manage transitions.  As the school year comes to end, opportunities to manage transitions abound.  Ryan, Lori, and Shawn discuss the importance of helping our children prepare for transitions in this episode.

Making the most of changes and managing transitions in our lives is often a difficult thing to do, but essential if one is to prosper in this life. How do you manage transitions in your life? Life’s transitions and changes can be a great opportunity, but also a threat. Managing Transitions as Singles If you are having a rough go managing transition and making the most of change, you are not alone. The fact is singles go through more life […] The post Managing Transition-Making the Most of Change as Christian Singles appeared first on Christian Dating Service Reviews | Dating Advice | Christian Singles Podcasts. Related posts: Christian Debt Consolidation for Singles Debt Advice for Christian Singles Worried About Finances Emotional Baggage and Singles Making Room for Love-Relationship Fights Making Room for Love-Week 1-Positive Relationship Qualities

There is a place where any great opportunity for change can die. It's a no man's land, a wilderness, filled with temptations and riddled with the bones of past failures.  How do you avoid such? Today, we cover just that. So about four episodes back, episode number 22, we started looking at how to lead change. At, first we considered two simple questions that will help your board or congregation consider changes. Then we began to look at Dr. William Bridges ideas on change and transition. Dr. Bridges, in his book, Managing Transitions, teaches that all changes go through three stages of transition – An ending, the neutral zone, and the new beginning. If this is the first episode you are listening to on change leadership, I suggest you go back to episode 22 and work up to this one. In episode 24 we finished our work on how to end something. Today we will look at that phase between ending the old thing and starting the new – the area called the neutral zone. I do not know anything about Dr. Bridges spiritual background. But in his book, Managing Transitions, he does use the Exodus as an example of these three phases. You know the story – The Jews leave Egypt. They Jews wander in the wilderness for 40 years. The Jews cross over the river Jordan and begin a new thing in the land of promise. There was an ending, and eventually a beginning. But in the middle, those 40 years of wandering, we find the neutral zone. There are some changes that do not require a neutral zone. You want to change the carpets. You go to Carpet World, pick a color, set up the install date, and step back. A few weeks later you have new carpet. Some changes though require much more. They require a great deal of thought and work before you start something new. And managing the handover, the neutral zone, is essential. I will give you 4 things you must do while you are in the neutral zone, before you start the new thing. I also, want to share some cautions, things you must be aware of as you wander through the neutral zone. And I will share these cautions first. Here are 3 cautions, warnings, about the time between ending something and starting something new. People are more apt to leave during this period of time. Dr. Bridges shares that in the business world during the period of time between the old thing and the new, employees are more apt to quit, come in late, or miss more time. In the church world, I suspect that people are more apt to leave.  Why is that? The familiar is now gone, but nothing new is in its place. They feel like nothing is happening. They sense a lull in the action or movement of the church. So they leave. In a few minutes, when I go through the 4 things you must do during the period, pay much attention to the idea of presenting the vision. The reason you must present the vision of this change is to keep people engaged, in place, and focused on the near future. There will be a strong pull to return back to what you had before. Remember, the Exodus. After they got out into the wilderness, what did the people cry out for? They wanted to go back to Egypt. Numbers 14:4 says, "And they said to each other, 'We should choose a leader and go back to Egypt.'" When you are in the Neutral zone, people will try to reset the old thing. They will try to drag you back to Egypt. “Things were much better when we had Sunday School...let’s go back to that.” Things were much better when our music was traditional....when our name was first Baptist.....when we had AWANA....when we....” You get the idea. Whatever the change, they will cry out for someone to lead them back to what they had before. The Neutral Zone will satisfy, and you will be tempted to make this no man’s land the new thing. I don’t want to take this illustration too far, but remember Rueben, Gad, and Manasseh stayed on the other side of Jordan. You, your leadership, and your congregation will falter while you are in the neutral zone because you will begin to believe that you have fully accomplished the change. You will shut the process down and be content stay there.  In the past, I have fallen to this temptation and I have allowed some valuable changes to die in the neutral zone. A large reason was the temptation to stay in this secure wilderness of the neutral zone. Another reason is that I did not fully articulate what the change was to be. Here is a great question to ask yourself and your team when tempted to make the neutral zone the new idea – What must be true for this change to be successful? If you can answer this question – and I would encourage you to answer this in writing with great detail – when you waver you will look at this question - What must be true for this change to be successful – and its answer and you will know that you are not there yet and to keep on rowing.   Now let’s explore what you must do while you are in the neutral zone. You must build teams that will oversee this change as it transitions from the old thing to the new thing. I feel it is essential that you have more than yourself managing this change. And the bigger, or the more important the change, the more you need to invest great thought and great intention in team construction. Let me share what worked well for me in team construction. Keep your teams lean, but also make them large enough to get a cross section of ideas and skills. About two years ago, I had been at the church for approximately 10 years. The pastor I preceded had been at the church for 31 years. I wanted to take the church through was a change of vision and direction. Here’s what I did when I constructed my team. I personally recruited all of the members. I did not place an add in the bulletin asking for volunteers to be on the team. I picked them and individually invited them. How did I come up with the list? Before I approached anyone to ask them to join, I went through the entire list of members and regular attenders. I divided this list into two groups. Those that were at the church before I arrived and those who had started attending after I arrived. I then sorted these two groups by age and gender. The church where I pastor is traditional in who it allows to function as an elder and a deacon. We only use men. For this project, I wanted to make sure women had a voice. Once I identified when people arrived, their gender, and their age – I did my best to balance the 12 member team – young/old, male/female, here before/here after. But there was one final filter.  I did not want a bunch of “yes people” but I did want people who were teachable. So, if someone fit all the above requirements but did not have a teachable spirit, they were eliminated. I think the next thing you must do during the neutral zone period is to identify who will have ownership or a part in the new beginning. Once they are identified, you need to include them in the transition management that your team is doing. It could be they are already on the transition team. If not, bring them on. If they are going to be a part of the new beginning they need to be a part of the transition. What will the team be doing during the neutral zone period? They will be planning the who, when, where, and what of the new beginning. Using or old example – changing from Sunday School to Small groups, this team will be identifying the leaders, they will be making decisions on curriculum, the nights of the week, whether the groups are open or closed, training requirements for leaders....on and on. So you need to identify and bring on board everyone who will have a role or ownership in this new beginning. They must be involved with the team that is managing the transition. One a regular basis you need to put the vision of the new thing before your congregation. Remember earlier I warned you that people will leave or want to return to the old ways. This will happen while you are between the old and the new. To prevent or at least manage that, you need to be communicating the vision for the new beginning. The Center for Creative Leadership website they listed 9 tips on how you should communicate your vision. I will give you the first 5. And I will mash up 4 and 5 so it will be just one tip On the show notes, I will have a link to the article if you wish to read the other 4.  Tell a story. When you put things in story form, you give life to your vision. Dr. Brene’ Brown says “Stories are data with soul.” Use words that paint a picture. Use people and future activities as characters and events in this story. We recently built a new lobby and new bathrooms. I would tell the ladies about the new clean well-lit bathroom. I would tell the story that Roger will no longer have to climb those dangerous steps to come to church because the new lobby will have an elevator. Sure you will share the costs, and the square footage, and the time – but people will not react to that nor will they remember that. I learned the power of stories years ago when I preached a sermon. In the sermon I exegeted the passage, I parsed the Greek, I shared all the theological truths that I could share. And in the midst of all that, I shared a story of a three-legged dog.   At the end of the service, I stood in the back to shake hands as I always do. And what did the people talk about, what did they share with me. Not the exegesis, not the Greek, not the theology. No, they wanted to talk about the three-legged dog. They asked questions of the dog, they shared their own stories about three-legged dogs. Cast the vision in story form and the people will respond to it. Put the story in the future tense and use members of you congregation as characters. Perfect your elevator speech. An elevator speech is a short speech you can give during a typical elevator ride. In other words, you need a way to share the vision in only one minute or less. You will probably not share this on an elevator, but you may share it at the start of a SS class or while standing in line at a church fellowship. So have short version. And this short version should trumpet the negatives if we do not change and the positives of how this change will fix the current problems. Use multiple forms of media. In a past episode, I told you to use every communication channel you have. Now I am telling you, the more ways you can communicate this vision the better. The lobby project came alive  for the people when I showed them a 3-d mock up and a video moving the viewer through the projected lobby, the people got very excited. You need to share this vision one-on-one especially with key players, stakeholders, and key supporters in your church. Sounds like your schmoozing. And you are. There are people in every church who people come to and respect. They have official leadership positions – elder, deacon, trustee – and unofficial – the church busy body, the church know it all. You need to take the time to communicate this vision with these people. And you need to do it one-on-one. How often should you share the vision. If you do the above 4 steps you will be sharing the vision all the time. But I would not let 3 Sundays go by before I present the vision again. The final thing you need to do while you are in the neutral zone is that you need to manage. If you are like me you already hate this step. I would much rather teach and preach. But with changes, you must put on your manager hat and manage this change. You need to manage the transition team. You need to manage the key leaders that will be owning the new thing. And you need to manage presenting of the vision. You need to be hands on, no laissez-faire laid back style will probably not work. Sorry for that news. You need to manage the journey through the neutral zone. So, we considered phase two of change – every transition has three parts – the ending, the neutral zone and the beginning of the new thing. Today we looked a the neutral zone. I covered the three hazards found in the neutral zone People are more apt to leave. People will want to return to the former ways. You will be tempted to remain in the neutral zone and called it change. Then we covered the four things you must do the complete the neutral zone You must build a transition management team. You must identifiy the owners of the new beginning and get them involved. You must regularly communicate the vision. You must closely manage the process through the neutral zone.   This is Mark Jones and you have been listening to episode 26 of Coaching Christian Leaders. If you have benefitted from this podcast, please leave a review on iTunes or wherever you listen. If you are about to go through a major change I strongly suggest you read Dr. William Bridge’s book Managing Transitions. I will have a link in the show notes. Finally, if you feel that coaching would help you, that is something I provide one-to-one and with groups. You can contact me at Mark@coachingchrisitanleaders.com for more information. Thanks and I will speak with you soon. Resources Managing Transitions, by William Bridges The Center for Creative Leadership -  https://www.ccl.org/multimedia/podcast/communicating-the-vision/

How to Communicate Change to Your Congregation This year, 2019, we are focusing our efforts on how to lead change. In episode 23 we addressed in part how to end something. Dr. William Bridges in his book Managing Transitions tells us that change begins when you first end something. Ending the current thing is part of starting something new. Dr. Bridges separates change from a transition. When you when you decide to change something, say your service times, that is just a change. A transition is a process of ending the former service times and then adopting the new service times. A transition is made up of three phases – An ending (the current thing must end), the neutral zone, and the new beginning. In the last episode, we focused on the ending phase.  I covered 5 questions to help you end something. Here again, are those questions. What is actually ending? Who is losing what? What are the secondary changes your change will cause? How will people react emotionally to this change? Is this change something the church stands for or is known for? If you have not listened to episode 23, I strongly encourage you to listen to that episode either before you listen to this one, or immediately after you listen to this one. Episodes 23 and 24 need to be considered together. We are moving forward from these questions but we are still in the ending phase. Today, I want to share with three additional steps you must consider as you end something. The first thing to consider is how often and what you will communicate to the congregation and to any boards or teams associated with the change. This communication begins prior to the ending and continues all through the transition. Let’s focus on the congregation first. My rule of thumb is to communicate with the congregation every time there is a significant change or every 21 days. Whichever comes first.  Feel free to modify that 21-day rule down to 14 days. I have found with my congregation, that they get nervous about change, so every 14 days or with every change, whichever happens first, is the modified rule of thumb. But definitely, no more than 21 days between updates. How should you communicate with the congregation? You should use every communication channel you normally use. In my situation, that would be me or a team leader speaking from the platform on Sunday morning and putting a similar announcement in the bulletin. If you have a monitor in the lobby that scrolls announcements, it should also be there. If you publish a newsletter, it must also be there. Every time you make a change, or at least every 21 days, you must share this with the congregation using every communication channel you normally use. What do you tell the congregation? You tell them everything they need to know and everything they already know. You as the leader can determine what they need to know. But a church is not the CIA. The CIA withholds information for good reasons. Less is better. But you are a church. And a church is both an organization and a family. So, in my opinion, More is better. It is better to err on giving too much than too little. So, what do you tell the congregation? You tell them everything they need to know and everything they already know. What do I mean by the last part, “everything they already know”? Even if they can figure it out, or get the knowledge from somewhere else, you must still inform them using all channels. Here is an example. The church where I serve as pastor recently built a new lobby. To me the process was obvious. The contractors dug a hole. Later they poured footers After that up went the walls And every week or so after that, the crew finished another part of the new lobby. Every Sunday and every Wednesday evening, the congregation came to church and with their own eyes saw the progress. But over time they began to complain. “We want to know what’s going on. You need to keep us informed.” So from then on, I informed them of the progress and the setbacks. Every week or two I gave an update. With the congregation, you need to tell them what they need to know and tell them what they already know. Use every communication channel you have. The more you share, the less they will complain and the more they will support the project. But it’s not just the congregation you report to. You must keep your board and any team that is part of this project informed. With boards and teams, they need to know about every change and every milestone you cross. And they should be notified as often as these things occur. I believe you can keep team communication to weekly. But hold nothing back. With your board and teams, you should take advantage of the technology of today. Email, text, maybe a project management app like Trello or Asana, to keep them up to date. Most church boards or leadership teams are staffed with volunteers. It is not unusual for a board to meet once per month. That’s too long between updates when going through a transition. So use email, texting, or a project management app to keep the team up to date. Remember, it is this group that you first sold on the change. You went into this project with their support. You need to communicate often in order to keep their support. I also find that congregation members go to board members for updates and to voice their concerns. The more the board or team knows the better they can handle these moments. How far in advance do you start communicating this change with the congregation? How far in advance is dependent upon the scope of the change. The bigger the change, the farther out you begin to communicate. But what that number is – six months, 90 days, - that should depend on you, your church, and the project. The important thing is to communicate in general once the decision to change has been made. Communicate in specifics only after you have mapped out all aspects of the change.  Once you know the who, when, where, and what, then begin the process as described above. Number two, When you are ending something in order to start something new, you need to be very clear about what is ending and what is not. You need to put this in writing. You need to communicate these precise words from the platform and over every communication channel. Be very specific. In the last episode, we used the example of ending Sunday in order to start small groups. Maybe the statement to communicate would be: “The first Sunday in May, May 1st will be the final time we will have Sunday School. Come one last time to study the Bible together. Immediately after Sunday School, we will have a 15-minute reception to honor our Sunday School Superintendent and our teachers. Donuts, Juice, and Coffee will be served. The following Monday evening will be the official kick-off for small groups. .......” Put dates, names, times, milestones, everything that the people need to know, in print, and communicate it clearly. Why do you need to communicate exactly what is ending and what is not? Because if you are not clear on what is ending and what is not ending, someone will try to keep on doing it. There is always resistance to change. To eliminate that resistance, you must communicate clearly what is and what is not ending. Number three. When you end something, if appropriate, celebrate the ending. Several years back, we had to tear down the original church to make room for the changes to the current building. This former church went back to 1900. It had not been used as a church since about 1950 and was in sad shape. It took some leadership and salesmanship to get the congregation to agree to knock it down. But finally, all parties agreed. Before the wrecking ball arrived we had a special service. We gathered beside the former church. Some of the older members shared their memories of the building – salvations, baptisms, weddings. We asked God to bless the future that the raising of this building would create. And a week later, I grabbed about 30 bricks out of the pile, before it all went to the dump and made these bricks available to any who wanted them. When we start something new, we cut ribbons, we invite a special speaker, we have dinners. But when we end something, often it is done quietly. I believe, when it is appropriate, we should end something with as much celebration as when we would start something. So when appropriate, celebrate the ending. Let’s conclude this episode by creating some coaching questions that you can use with your transition team. What are we going to communicate to the congregation about this change? When will we begin to share information about the change with the congregation? How often will we update the congregation? What channels of communication will we use? Who will be responsible for each channel? What is the specific wording on what will end and what will not end? Who will deliver this specific communication to the church? How will we celebrate the ending? What token or memento can we give to the church members to celebrate the ending? Who will lead this celebration? Who will we recognize at this celebration and who else will participate? These are some great questions to lead your team through this phase of the change. I will have them in the show notes and in the near future, I will provide a handout you can download. That concludes the first phase of how to lead a change. You lead a change by first ending something. If you have benefited from this episode or the podcast in general, please review the podcast on iTunes or wherever you listen. Also, remember what I shared with you at the start of this episode. I am opening up another mastermind. If you want more information, please email me at Mark@coachingchristianleaders.com for more information. I believe every Bible preaching, God-honoring church can be healthy, regardless of size. To that end, I help pastors, especially pastors of small churches, build healthy churches. How do I do that? I do it through coaching. Every pastor needs a coach. So let’s talk and see if I am the right coach for you. Go to coachingchristianleaders.com to book your complimentary coaching session or just email me at Mark@coachingchristianleaders.com In the next episode, we will take a break from the subject of leading change and speak with Pastor Bill Baldwin. Bill is the author of book Rebound: Rising from Failure Back to Purpose and Destiny. I truly enjoyed my conversation with Bill and I think very highly of him and his book. So I know you will get a lot out of this conversation. This is Mark Jones. I will speak to you soon.

In the last episode, episode 22, we began to learn how to lead change.  All leaders must have a clear idea of how to take their organization through change. This ability to lead change is essential. The good news is ability is something we can learn. And the steps that I will be covering with you can be applied to big changes or small changes. As I said in the last episode, I greatly value the work of Dr. William Bridges. Dr. Bridges wrote several books on change, both on personal change and organizational change. If you see change on the horizon for your church or ministry, I suggest you read Managing Transitions, by Dr. William Bridges. I will have a link to this book in the show notes. Dr. Bridges differentiates between change and transition. Change is just that, change. You say we are going to change the carpet. That’s the change. A transition is the process of removing the old carpet and getting new. According to Dr. Bridges, transition involves three phases. All transitions begin with an ending. That’s phase one. They then move into phase two, called the neutral zone. And the final stage is the new beginning. The mistake we often make is moving instantly into the new beginning. We fail to take the church through the first stage, the ending, and the second stage the neutral zone. This jump to the new beginning is why you have failed in the past, failed at starting and sustaining the change. Today we will focus on phase one, the ending. When you make a change, the current thing must end before the new thing begins. What I will do today, is take you through the early part of the ending and give you a series of coaching questions that will help you and your team end the thing you are changing. I recently asked pastors what are examples of changes churches go through. In about 90 seconds these 10 pastors came up with 17 changes churches face. I won’t go through all 17, but you can imagine, the list ran from Polity changes to Service time changes. Changes in worship style to change in leadership. For today, I will use the example of a change in discipleship. Our example, we will change from Sunday School to Small Groups. But the questions I will give you will apply to any change. I suggest you write these questions down as we go. So if you have decided to change your church from a Sunday School model to a small group model, what are the steps of transition? Here are some coaching questions for you and your team. Question number One “What is actually ending?” In our example, Small Groups are beginning, but Sunday School is ending. I know that Small Groups is the new thing, the goal of this change, but our focus must be on what is ending.  Before you start the great new idea, you must identify what is ending. I think the first question is easy to answer and will only take a moment, but the follow-on questions will take some thought. Here is the follow-on question. Question number two:  “Who is losing what?” In our example, the question sounds like this, Who is losing what when we end Sunday School? Here are some answers to that: The Sunday School superintendent and the teachers are no longer needed. They lose their opportunity for service. They lose their position. They lose some meaning in their lives. They lose the Sunday School room where they’ve taught for the past 15 years. They lose access to the kids they are teaching. And on and on you can go. You need to write out all of this. Here’s some more - Those that attend Sunday School lose the instruction they were receiving. They lose the fellowship they were part of. They might lose a position, such as prayer captain, or the person who took the role, or the person who brought the snacks... As you take your church through a transition to a change, you need to answer these questions 1. What is actually ending? 2. Who is losing what? Now we are moving quickly through this, but I want you to understand that when you initiate a change and begin to take your church through this transition, these questions demand time and thought. You should go into detail with your answers. Use names and positions when appropriate. “Bruce will no longer teach the young adults. Linda will have to let go of her 4-5-year-old class.” These names are people and these people will respond to this ending in predictable ways, based on their personalities. By answering question number two, Who is losing what, you will be better prepared to take your church through this transition. Next question to ask is: What are the secondary changes your change will probably cause? Think of it this way. Your change is the first domino in a line of dominoes. When you make your change, ending Sunday School, your domino knocks over another domino. And that domino knocks over another. So ask, What are the secondary changes your change will probably cause? When you change from Sunday School to small groups, there will be secondary changes that will occur.  The church custodian’s responsibilities and hours will change because he is no longer cleaning classrooms. That may affect his income if he is an hourly employee. Or it may free him up to focus on something else. Training for small group leaders will need to be developed. The church secretary will have to coordinate with leadership so that the new schedule can be printed. The former SS rooms will now be used as... You need to identify these before you tip over that first domino. Before you announce, “Hey were shifting to small groups!” you need to answer these questions.  Brainstorm. Get the leadership involved. And if anything, over plan. The first coaching questions you need to ask before you announce or begin the change are: What is actually ending? Who is losing what? What are the secondary changes that your change will probably cause? Next, you need to anticipate the emotional reactions to your ending.  Here are some, but I am certain you could have guessed this list: Anger, Anxiety, Depression, Sadness, Resentment, Fear, Worry. Robert McGee in his workbook The Search for Significance says “Emotions express themselves through actions.” What are the actions you will probably witness? Impatience, Hostility, Rudeness, Blaming, and even Departure. People have come to the church where I am the pastor because of a change at their previous church. And I am certain that people have left my church because of change. They reacted emotionally. This emotion led to action or actions; one of which was departure. So the question is How will people react emotionally to this change? Again, dive deep. Consider people. You will miss some. You will not guess every response. But if you ask, “How will Amy respond emotionally when we do away with her six-grade girls class? If you know Amy, you can anticipate her emotions. So the questions are: What is actually ending? Who is losing what? What are the secondary changes this change will cause? How will people react emotionally to this change? Finally, a question you should ask before you go too far down the road is this: Is this change something that the church stands for? In the last episode, I gave you two questions to share with your board or your congregation. The first question was, What can we never change? And the second one was, What should we change? Or reworded to, What do we need to do to improve? But the first question, What can never change? Is linked to the question, Is this change something that the church stands for?  I said in the last episode, that I believe the only unchangeable thing is the gospel. The local church is called upon to defend and protect the gospel. But everything else can be changed. But there will be things, other than the gospel, that will be considered unchangeable. When you ask your leadership or congregation, What should never change? They will answer with things that the church stands for; things that the church is known for.  Back to our example. You feel certain that a small group approach to discipleship is essential. You determine that the future of the church is linked to moving to small groups. So you begin the process of ending Sunday School in order to transition into small groups. But here’s the problem. Your church is known for its Sunday School ministry. In the past, you hired education pastors. You spent large sums on the building to support Sunday School. You have a bus ministry that brings in community kids for Sunday School. When you begin to end Sunday School, you are killing off something the church is known for. You are ending something on the Do not Change List. You can change something on the Do not Change List. You can kill off something your church is known for. What you need to understand is this - if you kill something the church is known for the pushback will be multiplied by some number – 10 – 100- 1000. And you and your team must prepare for that. Also, you will have to decide whether to end this thing immediately or end it slowly – one blow or death by a thousand cuts? My advice – kill it once and for all. End it immediately. Do I always do that? Sadly no. Sometimes it is much easier to allow it to die slowly. I will spend more time on this idea – immediate end or slow death – in a future episode. So here are the questions one more time. What is actually ending? Who is losing what? What are the secondary changes your change will cause? How will people react emotionally to this change? Is this change something the church stands for or is known for? All these questions are listed in the show notes. Go to www.CoachingChristianLeaders.com and look for episode number 23. I am also developing some worksheets with these questions. I will let you know in a future episode how to get these worksheets. In the next episode, we will continue to look at how to end something. We are not finished with this phase of transition. So start looking for episode 24 This is Mark Jones. If you have enjoyed listening to Coaching Christian Leaders please review the podcast at Apple Podcasts, Google podcasts or where ever you listen. Also, please visit the website, CoachingChristianLeaders.com for more information. There you can listen to past episodes and learn more about the coaching I provide and the masterminds I facilitate. I would love to help you develop a healthy church or ministry. Thanks, I will speak to you soon.  Resources Managing Transitions, by Dr. William Bridges

"Make sure you engage any resisters in your change process as if they're there to help...but they just don't know how yet" A speaker at AICPA & CIMA's forthcoming "CFO 2019" Conference in Chicago, Dr. Jeremy Lurey is an internationally-respected organisational consultant who has worked at both PWC and Andersen Consulting. Now President & CEO of Los Angeles-based Plus Delta Consulting and Practice Lead for SingerLewak’s People & Change Management Advisory Services, he tells Kyle Hannan (AICPA & CIMA, London) how he partners with clients to improve performance and drive adoption of change.    TALKING POINTS: The crucial elements of transformation. Change-management. The importance of communications. Delivering successful transformation across the organisation, and that includes the C-Suite. Supporting people to adopt change. Working with those that resist it. Getting projects back on track.   OUR GUEST: Before establishing Plus Delta and joining SingerLewak, Dr. Lurey has worked with CBS, Disney, Global Cold Chain Alliance, Health Net, Hulu, Marriott, Midwest Refrigerated, Minnesota Freezer, Mozilla, MTC Logistics, Nestlé, Novartis, Pioneer, Raytheon, Red Bull, Ritz-Carlton, Southern California Edison & St. Joseph Health System. Dr. Lurey has particular expertise in change-management, talent management, technology adoption, process improvement, strategic planning, and leadership and team development. In addition to his work as a consultant, he regularly presents at professional conferences and seminars. He has also authored several publications on change management, organisation-development, succession-planning, leadership excellence, and family business.    RESOURCES AND LINKS: The AICPA & CIMA "CFO 2019" Conference books on change management & resistance to change include William Bridges on Managing Transitions. Connect with Dr. Lurey on LinkedIn. Blog posts and videos at www.plusdelta.net.   MORE ABOUT OUR PODCAST  DON'T MISS OUT. Get our shows every week, automatically and free. Share them easily with colleagues and friends by using the icons on your app or media player.  GLOBAL VOICES. Interviews with our international experts are recorded by different members of the AICPA & CIMA team from our offices around the world. While the sound quality may vary, the insights will always be consistently useful. TAKE IT FURTHER. Find related CPD/CPE resources at the AICPA Store and the CGMA Store. STAY CONNECTED. Follow #GoBeyondDisruption, @AICPANews and @CIMA_News on social. PERMISSIONS ©2018 Association of International Certified Professional Accountants (AICPA & CIMA). All rights reserve

There will come a time, probably sooner than later, that you will need to make a change. You will need to change something at your church. Over the next few episodes, we will look at how you can lead your church through change. The principles I will cover apply to big changes as well as small. Obviously, changing your worship music is a bigger change than changing your carpet color. But the steps are the same. Now, Over the past 12 years, I have taken the church I pastor through several changes. And I foresee more changes in the immediate future. I’m not going to tell you what I need to change but I will share this fact – I believe everything but one thing is open to change Listen to 1 Timothy 3:15b “the church of the living God, a pillar and buttress of the truth.” I understand those words this way. The local church is the protector, the fortress of the truth, of the Gospel. The gospel never changes. The truth found in God’s word never changes. And the local church is called upon to protect that truth in its local context. So the truth cannot be changed. But anything else is open to change. Now let’s get into it. Today, I want to give you an overview of what change looks like and in the weeks to come, I will go into greater detail on the steps. Dr. William Bridges has written extensively about change – personal and as an organization. If you are going to take your church through change you need to at least read his book, Managing Transitions. I will have a link to this book in the show notes. Dr. Bridges has identified three phases of transition or change. Dr. Bridges uses the term transition. For him, change and transition are not the same. But I will use change and transition interchangeably. So the three phases of transition are as follows The first phase is the ending. All change, all transitions begin with an ending. The second phase is what Dr. Bridges calls the neutral zone. And the final phase is the New Beginning. So let’s understand this. A transition begins with an ending This is essential. All of us have made the mistake, maybe in front of the congregation or before the church board. We have shared the possibility of the new beginning before we have shared the necessity of the ending. And when we did that we suffered the consequences. And possibly the new beginning never happened because the people did not see the need for it. So the first thing you need to do is take your people through the ending. This is a painful period. This is the hard part. This, in my opinion, takes the most time. There is a church in my local area that has a great young pastor. He was recently hired on. He is taking this established church through a radical change. And his first step? Teaching and preaching on why the current situation must end. He is helping his people let go. He is helping his people deal with the loss associated with this change. I don’t know the numbers, but I suspect some people will leave. The pain of loss will be too much for them. But most will stay, especially if he continues to help them end the current methods. Dr. Bridges teaches that a neutral zone follows this ending. It is during the neutral zone that the future is planned, teams are built, new patterns and new ways of doing business are created. One caution, I believe many of good transition can die in the neutral zone. I have led my congregation into the neutral zone, I assumed we had reached the promised land. The change then ceased and in time we just reset back to the old way of doing business. Do no make that mistake that the neutral zone is the finished product. You must know the ultimate destination and you must push through this temptation to stop. I don’t know if you are into old books. The journey Dr. Bridges has mapped out reminds me of Homer’s Odyssey. If you remember, Odysseus is trying to get home after the Trojan war. What should have been a 10-day trip ended up taking 10 years. And all along the way, there were good reasons to stop and not finish the journey. If you are going to take your church through major change you need to start with the ending and use the great gift of the neutral zone for development, but you cannot stop there. You must keep the finish in sight. Before we begin to end things, what should we first do? Before we end anything we must ask and answer two questions. Before I get to the questions let me share my situation. The church I pastor has a church board. The board is made up of the deacons and elders. We meet once per month and make the decisions for the church. We examine the financial reports.  We follow Roberts Rules of order, - we do old business, new business. This group of men is the group I must first sell on any church change. It is these men that will support me or not. I can be the upfront person leading the change if I have their support.  So change begins with them. Your situation might be different. You may answer to no one, or answer to a congregation, or a board. It doesn’t matter. You still ask and answer these two questions. Question number one: What must never change? If you answer to a board or a congregation, ask them this question and listen closely to their answers. I said earlier, that I feel the only thing that can never change is the Gospel, the truth. But that’s too simple. There are some things that are unique to every church that may find themselves on the do not change list. You need to note these. These are potential landmines. Every answer that comes your way, record it, acknowledge it. But in the end, you do not have to live with it. You might be rocking that 1970’s gold carpet in the auditorium. And when you ask, What must never change, there will be someone who says, “The Carpet.” Write it down. Note it. But you do not need to live with that carpet for the next 10 years. You can change it. That’s what leadership is all about and that is why you must take them through the painful process of letting go or ending. Here’s a better example. What if someone says, “Our music must never change.” And it is music you feel must change? What are you going to do? Your church is traditional in its music and you feel it must change to contemporary. What should you do? If that is a change you are willing to make, you can throw out the organ this week and put the drums up next week. And of course, suffer the consequences. Or you can acknowledge their input and begin to take them through the process of change that begins with understanding that this to must end. But that is the first question, “What must never change?” The second question is this. What must we change? You might want to reword this question. The word “change” frightens people. Change makes them nervous. Here’s the rewrite. What must we do to improve? That’s softer. It is not as confrontational. Again, write everything down, even if you disagree with it. Then prioritize the list, and if you are working with a group begin to debate the answers. There will be items on the list that everyone can agree with. I would begin with these. Now let’s wind this up. In the weeks to come, I will go into greater detail on this subject, how to lead change. But today, remember we learned that all change or transitions begin with an ending, there is a neutral zone, and then the final phase is the new beginning. Do not jump to the new beginning until you have helped them deal with the ending. Before all that, ask and answer two questions: What must never change? And What must we change? Or What must we do to improve? I hope this helps. This is Mark Jones and you have been listening to Coaching Christian Leaders. Please share this episode with your friends and fellow pastors. Also, don’t forget to subscribe. You can do so on Apple Podcasts, Google Podcasts, or any podcast player. If you are interested in one on one coaching please contact me. I can be reached at Mark@coachingchristianleaders.com Resource Mentioned Managing Transitions by Dr. William Bridges and Dr. Susan Bridges Closing Thoughts If you are a Christian leader in need of direction or motivation, I would love to help. I coach leaders, especially small-church pastors. I also provide free six-session masterminds for pastors and missionaries. If you are interested in any of the above, email me.

Tune in for a conversation with Ed Brenegar about what it takes to move through times of transition with empowerment and intention so that we can use our breakdowns and "uh-oh moments" to help us create more alignment and self-leadership. "Once we see that the pain of changing is less than the pain of staying the same, then we're willing to make that change." - Ed Brenegar Learn more about this episode of Awaken Your Inner Superstar at www.blog.superstaractivator.com/63

Fall risk assessment is built into XLHealth's health risk assessments for the elderly, explained Laurie Russell, its senior director of health solutions. Members' caregivers and pharmacists also play key roles in XLHealth's fall prevention efforts. More than a year into CMS' Medicare Health Support Program, Russell detailed how her organization's "Ask Your Doctor" report empowers members with the language to address medical conditions during a doctor visit. Dr John Charde, Enhanced Care Initiatives' vice president of strategic development and Russell explored how to create effective care management approaches for the frail elderly during an April 26, 2007 audio conference, Managing Transitions to Care for the Frail Elderly.

The hands-on approach of Enhanced Care Initiatives' "Easy Care" program for the frail elderly is built on human interaction, communication and reinforcement. Nurses act as health advocates, pulling together all aspects of a patient's care and supporting the patient by working for them in the healthcare system. However, technology has its place: a tablet PC is a communication hub for nurses, a web-based patient data collection tool is an information repository, and in-home monitoring tracks meds intake. Dr John Charde, Enhanced Care Initiatives' vice president of strategic development, described how Enhanced Care Initiatives varied programs "touch" the frail elderly. Charde and Laurie Russell, XLHealth's senior director of health solutions, explored how to create effective care management approaches for the frail elderly during an April 26, 2007 audio conference, Managing Transitions to Care for the Frail Elderly.

Diane Flanders, director of coordinated care systems for MassHealth, provided an overview of the unique partnership that is designed to keep its seniors as well as possible, and in their homes and communities for as long as possible. Sarah Keenan, clinical liaison with Medica and Flanders described how to create a coordinated care management approach for dual eligibles during a February 14th audio conference, Managing Transitions to Care for the Dually Eligible Medicare and Medicaid Patient.

Beyond the issues one might expect from serving the dual eligible population, the Minnesota Senior Health Options' (MSHO) program also addresses the service barriers that occur in a rural setting. Sarah Keenan, clinical liaison with Medica, described how MSHO responds to these service issues and how the inevitable breakdowns during care transitions are managed through MSHO's "care coordination" efforts, which ensure communication between providers and follow a patient seamlessly through transitions of care. The flexibility inherent in MassHealth's Senior Care Options model empowers providers to offer on-site and community-based care to enrollees, improves the level of service offered to diverse populations and offers participants a seamless transition to the Medicare part D pharmacy benefits. Keenan and Diane Flanders, director of coordinated care systems for MassHealth, described how to create a coordinated care management approach for dual eligibles during a February 14th audio conference, Managing Transitions to Care for the Dually Eligible Medicare and Medicaid Patient.

Miscommunication during the care transition puts elderly patients at risk for reduced quality of care, poorer outcomes and unnecessary procedures, according to Gregg Lehman, president and CEO of Inspiris. He defines the key players on the care transition team, suggests strategies for improving communications during this crucial phase and describes his organization's approach to dual eligibles who find themselves at this healthcare crossroad. Lehman, along with Danielle Butin, director of health services at Oxford Health Plans, a United Healthcare Company, described how their organizations are coordinating the care of Medicare patients as they transition through the healthcare system to minimize costly episodes of care during a November 30th audio conference, Managing Transitions to Care for Medicare Patients to Avoid Costly Inpatient Admissions.