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Junio 24, 2026 - Que tan contagioso es su cristianismo? Radia usted esperanza, amor abundante y gozo? Transmite usted estas caracteristicas con todas las personas que le rodean? Hoy iniciaremos la serie: CRISTIANISMO CONTAGIOSO, un estudio de primera a los tesalonicenses, y visitaremos la primera carta a la iglesia de Tesalonica; en donde el apostol Pablo les da animo y esperanza a sus hijos espirituales.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Mieczysław Mołdawa był architektem, docentem Politechniki Lubelskiej, więźniem obozów koncentracyjnych. Pochodził z Łodzi, mieszkał w Warszawie, ale za namową profesora Andrzeja Waksmundzkiego przez wiele lat wykładał w Lublinie, gdzie WSI przekształcała się w Politechnikę. Poznali się w Gross-Rosen, obozowa przyjaźń przetrwała całe lata. W Radiu Lublin przypomnimy sylwetkę niemal zapomnianą, choć Mieczysław Mołdawa wykształcił i wychował kilka pokoleń lubelskich inżynierów.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Dyrekcja rozgłośni WDR w Kolonii podjęła decyzję o likwidacji radia COSMO. O przyszłości podcastów i audycji w języku polskim zadecydują teraz władze drugiego głównego partnera w ramach COSMO – rbb. Jak na decyzję o zamknięciu COSMO zareagowali Polacy z Niemczech? Co piszą niemieccy komentatorzy? Jakie są szanse na to, aby język polski nadal słychać było w niemieckim radiu? Zapraszam, Maciej Wiśniewski. KONTAKT: cosmopopolsku@rbb-online.de STRONA: http://www.wdr.de/k/cosmopopolsku Von Maciej Wisniewski.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
After years of advising CEOs and senior leaders, she's learned that the higher you climb, the more the same human stuff shows up: insecurity, miscommunication, fear of failure, and avoiding the conversations nobody wants to have. In this episode, Erin sits down with the self-proclaimed "C-Suite Whisperer" , Paru Radia, to talk about tough conversations, turning adversity into an advantage, and why standing still might be the riskiest thing you can do. Along the way, Paru shares lessons from her own journey and her no-BS coaching style. Some of the things you'll hear are: -Why Paru actually loves tough conversations (and how to stop dreading them) -How being bullied, underestimated, and treated like an outsider became her superpower -Why "magic happens in momentum" If you've ever felt stuck, overlooked, or unsure of your next move, this episode will challenge how you think about growth, leadership, and success. Check out Paru's Website Connect with Paru on LinkedIn Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! - Follow Erin on LinkedIn or Instagram - Take our simple, fun and insightful"What's your workplace superhero name?"quiz - Unleash your Authentic Superpower with Erin's book,"You Do You (ish)" -Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. -Work with Us -Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsustainable for younger audiences. Tweetable Comments "Don't self-filter and be apologetic about something. It is what it is. "If you are not confident about the things that you don't like about yourself, you are giving people ammunition to also dislike you. Just own it." "Magic happens in momentum." "The magic won't happen if something is standing still. You need other things to happen for the reaction to happen, which equates to magic." Editor's note: This transcript has been edited for clarity, readability, and length while preserving the core conversation and key teaching moments. In this episode, Erin talks with executive strategist Paru Radia about how to navigate tough conversations at work, communicate with more clarity, own the messy parts of your story, and use momentum to create real career growth. Their conversation covers executive coaching, leadership communication, performance reviews, workplace conflict, career transitions, and the real-life messes behind success. Transcript Why Paru Calls Herself the C-Suite Whisperer Erin: You call yourself the C-Suite Whisperer. If I saw that on a page without knowing you, I might side-eye it. But after meeting you, I thought, "Oh my gosh, she totally is." Where did that come from? Paru: I was talking to a client a few years ago, describing what I do without making it sound too prescriptive. I was explaining how I listen, question, translate, and help executives understand what is really happening. I thought of the show Ghost Whisperer, where someone translates what ghosts are saying to the people who cannot hear them. I realized, "I do what she does, but for executives." So I said, "I'm a C-Suite whisperer." She completely got it. A week later, she told someone she had hired a C-Suite whisperer, then wrote about me on LinkedIn using that phrase. So I thought, "I guess that's what I am." Erin: I love that idea of translating between what someone says and what people actually hear. What gets mistranslated the most when you are working with executives? Paru: Intention. And that applies to everyone. People are often so busy thinking about themselves, what they mean, and what they think other people are hearing that they miss how the message is actually landing. I do not mean that in an arrogant way. No matter how senior you get, it is the same stuff with more at stake. It is the same insecurity, the same miscommunication, the same desire for the business to be successful, the same desire to look good, be liked, be understood, be seen, and be heard. We are all human. The stakes just get higher. How Childhood Shaped Her Ability to Read People Erin: I saw in another interview that when you were asked what time in your life you would change, you mentioned primary school and high school. What were those years like, and how did they shape the bold person you are now? Paru: I want to be careful with that answer. I am really happy in my life now, and I know I would not be where I am today without everything I experienced. But if I could still be where I am today and remove some of the pain from those years, I would. I grew up in a very conservative, traditional Indian household in the seventies and early eighties in racist Britain. We had bricks thrown through our window. We had racial slurs shouted at us. As a child, I had people on the street threaten me because I was Indian. It was scary. Some of that racism translated to school. I was made fun of for being Indian. I was also a chubby kid, so I was made fun of for that too. What happened was that it became safer for me to observe than to participate. It was safer to figure out where the next landmine was or where the next grenade might be thrown. That has worked in my favor now. I observe closely. I have a very keen eye and a very keen ear. I think some of that came from life circumstances that forced me to develop those skills. Erin: That makes so much sense. For people listening who have gone through challenges, trauma, or difficult experiences, how do they start to turn those things into a strength? Paru: First, be kind to yourself. And I do not mean that in a fluffy way. I mean dig deep and own everything about yourself. I am a big advocate of owning all of it. When I work with clients, I am their biggest fan, but I am also very direct. I often say that when you work with me, you will be punched and hugged at the same time. I am not soft. I will tell you things other people are too scared to tell you. I will tell you things you may not want to hear. But I am also there to catch you. I am not doing it to be mean. I am doing it to be real, so we can actually address what is happening. The first step is not self-filtering or apologizing for what is true. If something happened, it happened. If you messed something up, own it. If you do not like something about yourself, name it. Many people start to malfunction when they are not being who they really are. When you try to cover something up or perform as someone else, it creates friction. It is what it is. Own it. If you are not confident about the things you dislike about yourself, you give other people ammunition to dislike those things too. Own them. There are things about me I do not think are fantastic, but I love them anyway. It has taken me a long time to get here. Why Tough Conversations Matter Erin: One thing I wanted to talk to you about is tough conversations at work. The employee who is not performing. The job elimination. The numbers that are not hitting forecast. A lot of smart, capable people want to crawl under their desk when it is time to have those conversations. What advice do you give them? Paru: I love tough conversations. Erin: Why? Paru: Because they are the beginning of something different. Once you have the tough conversation, something is going to change. It might be an action, a perception, or a mindset, but something shifts. I am all for change. I challenge the status quo all the time. I am always looking to be better, do better, and grow. I want that for my clients too. When it comes to tough conversations, language is incredibly important. If I were giving general advice, I would say: get out of your own head and be factual. Avoid making everything about "you," because that can sound aggressive. Keep it business-focused. Ask questions. Do not go straight into the conversation without understanding the other person. Be genuinely curious. I start many difficult conversations by asking for the person's understanding of the topic first. That way, we are on the same page. Then I can share my definition or perspective. That moves me from being opposite them to being next to them. It becomes, "This is how I am looking at it. How are you looking at it?" Then I stay factual. I might say, "The business needs this. The problem we have is this. What do you think we could do about that?" If their answer is not feasible, I might say, "Here is what I am thinking. What are your thoughts on that?" Behavioral issues are different and need more specific examples, but in general, curiosity, clarity, and facts matter. How to Approach a Performance Conversation Erin: Let's use an example. Joe is a project manager. He has moments of brilliance, but he is inconsistent. Sometimes he solves a big problem. Other times, he makes promises he cannot deliver, or his work is not good. How would you coach someone to have that conversation? Paru: There is a lot I would want to understand first. I would want to know what is going through Joe's mind when he performs well, and what is going through his mind when he does not. I would ask whether Joe agrees with the assessment that he is inconsistent. Does he think he is not performing well? What does "well" look like to him? What outcome does he want? I am very outcome-focused. I always ask, "What outcome are you looking for?" Then we work backwards. Many people start from where they are and move forward, but ego and fear get in the way. They think, "I do not want to look bad. I do not want them to think this. I do not want to say that." As a kid, I never saw the point of doing a maze by constantly hitting walls. I would start in the middle, draw the path backwards, and say, "This is the way to get there." I approach coaching the same way. When we start with the outcome, ego becomes less of a problem. We can say, "If you want that outcome, it will take this. You will need to say this. You will need to do that." Once the person can see the outcome clearly, they are usually willing to put their ego aside because they know what they are aiming for. Erin: So with Joe, instead of starting with, "How do you think you are doing?" you would start with what he wants? Paru: Yes. If Joe says, "I want a promotion," I would ask, "What do you think it would take for that promotion to be awarded to you?" He might say he needs to perform at a certain level. Then I would ask, "What would it take to perform at that level?" We would look at relationships, technical ability, consistency, communication, and everything else involved. If relationships are part of the issue, I would ask, "What would your relationship with your boss need to look like?" I do not call myself a coach. I am an executive strategist. Coaching is part of what I do, but I am also opinionated and will share my perspective. I do not do that upfront. I want the client to get there first, but if they do not, I will share what I see. So I might say, "To me, it sounds like your boss needs to see this, this, and this. Right now, you are not showing it. What can we do to make sure you show that?" Why Clarity Changes the Conversation Erin: I love that because so many people go into reviews and ask broad questions like, "How do you think you are doing?" But that can feel like a trap. Paru: Exactly. I like asking a lot of questions to get clarity. Clarity is the first word on my website because it matters so much. When there is clarity, you can have conversations without obsessing over, "What are they going to think? How are they going to take it? What if they do not understand me?" If someone asks me a question that is too broad, I usually do not answer it right away. I ask for context. If someone asked me in a performance review, "How do you think you are doing?" I would either break the answer into categories or ask, "Is there a specific context for that question, or is there a category you would like me to focus on first?" That way, I know I am answering the question they are actually asking, not the question I think they might be asking. Erin: That is such a useful takeaway. If someone asks a question that feels too big or like a landmine, you can ask for clarity. You can say, "Are you asking about my attitude, my deadlines, my communication, or something else?" Paru: Yes. It gives everyone a better chance of having the real conversation. Preparing for High-Stakes Business Conversations Erin: Let's say someone is going into a quarterly business review with their boss, the CFO, and other senior leaders. The business has missed revenue numbers three months in a row. Most people would dread that conversation. How would you advise them to go into it? Paru: If there is going to be a tough conversation with a group, I would get to the audience before they are all in the same room. Relationships are easier one-to-one. If there are four senior stakeholders in the room, I would try to speak with each one individually beforehand. I want to know what I am walking into. I want to be able to predict what is coming my way. If I can preempt some of that through individual conversations, I am better equipped to have a potential solution, even if I have not fully actioned it yet. I might still get hurt a little, but I am less likely to get destroyed by the meeting. Erin: So you would have those pre-conversations, understand the feedback and questions, and make sure the missed numbers are not a surprise. What else? Paru: I would want to know why the numbers were missed. What went wrong? How can it be fixed? How can you make sure it does not happen again? What will you do differently? How do you feel about it? Then I would help the person take ownership of the parts they are responsible for. I would help them own the mistakes with confidence instead of becoming defensive. No one wants to deal with someone who is defensive. The audience is already taking care of themselves. They do not have time to take care of your defensiveness too. Go into the meeting understanding the problems, owning the mistakes, and bringing possible solutions. Why Magic Happens in Momentum Erin: You said something that caught my eye: "Magic happens in momentum." Tell us more about that. Paru: I had that as the screenshot on my phone for about a year. There is an old saying that standing still is the equivalent of moving backwards. Things move. Things change. People evolve. Time passes. If you are not moving, you are going backwards. Even if you are scared, do it anyway. Change will happen. You will grow. You will learn something. You might learn, "I do not like that," or "That did not work," but at least now you know and can move forward. I am a big fan of momentum. Standing still bores me. That is my personality. Some people love stability. I am not risk-averse. I like newness, change, and growth. Momentum creates that. Erin: When I read that, I thought about momentum in relationships too. Someone sends an email saying, "I loved your book," or "I loved your coaching session." There is a difference between responding three days later and capturing that energy in the moment. Paru: Yes. People are forgetful, and enthusiasm dwindles. If someone says, "I loved your book," and you respond a month later, they have already moved on to the next shiny object. The effort it takes to remind them how great you are becomes wasted energy. When there is energy, build on it. That is what improv taught me too. I did improv classes for a year, and so much of improv is about building on other people's ideas. Momentum works the same way. You do something, then the next thing, then the next thing. Magic is the result of action causing a reaction. If everything is standing still, nothing reacts. You need movement for the reaction to happen. The Expiration Date on Favors Erin: For our listeners, especially corporate women in mid-career and up, momentum is so important in relationships and sponsorship. If a senior leader notices what you are doing or reaches out after a good meeting, grab that momentum. Paru: I have the same theory with favors. If you have done something for someone and they say, "Let me know if there is anything I can do for you," there is always an expiration date on that offer. If there is something they can genuinely do, do not waste the favor. But if there is something meaningful, ask while the momentum is there. They have just experienced the good feeling of what you did for them. That feeling will dwindle. People get distracted. Later, they may still help, but it is harder. Erin: A body in motion tends to stay in motion. Paru: Exactly. The Messes Behind Successes Erin: I want to talk about your book, Messes Behind Successes. What is the premise? Paru: It is about navigating reality on your rise to the top. I am tired of reading books about unicorn billionaires. I am happy for them, but many of those stories sound like, "Life was tough, I lost money, then I was on the golf course with my dad's best friend and he invested in my business. Now look at me." That is great for them, but how does that help the rest of us? I do not have a rich dad. I do not have a golf course. I did not go to Harvard, and most people did not either. We hear success stories, but we rarely get a real how-to guide for navigating the mess on the way there. Mess is real. People get married. People get divorced. People move houses or countries. People get sick. People pass away. That is the personal side. At work, you may not get along with your boss. You may not get the promotion. You may mess up an interview, a meeting, or a target. You may be scared you are going to get fired. People do not talk enough about those moments. I am interviewing C-suite leaders who look very successful on paper, and many of them are successful and happy. But they had so much mess along the way. I want to share those stories so people do not feel alone, and so they have tangible examples of how to navigate real life and still make it. Erin: I love that. Those are the stories people need when they are wondering whether they should go for the career move, the big meeting, the executive job, or the new business. It is inspiring to hear how people got through the hard parts. Paru: Exactly. The mess is part of the story. Helping People Recalibrate in Career and Life Erin: Who is your ideal client? Who might be listening and think, "I would really benefit from working with Paru"? Paru: I work with executives in corporations, first-time CEOs, C-suite leaders, rising C-suite leaders, small businesses, startups, and multi-billion-dollar companies. I love working with first-time CEOs because they often do not realize how great they are, and I get to help them shine. I also work with individuals in transition. A lot of people come to me saying, "I want to do this," or "I want to do that," and I ask, "Why?" I really want to know why. About half the time, once they answer that question, they realize they have been working so hard for a dream that is no longer their dream. Their dream has changed. I love when those epiphanies happen. I like helping people in transition understand who they are deep down. Things happen along the way, and sometimes people need to recalibrate. Who are you today because of everything that happened, or despite everything that happened? What does today's version of you want? That is what I want to know, and then I want to help you get there. Where to Find Paru Erin: Where can people follow you and get more of your brilliance? Paru: The only social media platform I am on is LinkedIn. You can find me there as Paru Radia. You can also visit my website. I share a lot of my thoughts, stories, and lessons on LinkedIn. The book also includes many personal stories, including some I cringed while writing. But they are a big part of who I have become, how I think, and how I operate. Erin: Please promise me you will read your own audiobook. Paru: I absolutely will. Erin: Good. Your personality and authenticity need to come through in the audio version. Thank you for sharing your candor, your insights, and part of yourself with us today. Paru: Thank you for opening the door into your world and letting me in. It has been so much fun.
After years of advising CEOs and senior leaders, she's learned that the higher you climb, the more the same human stuff shows up: insecurity, miscommunication, fear of failure, and avoiding the conversations nobody wants to have. In this episode, Erin sits down with the self-proclaimed "C-Suite Whisperer" , Paru Radia, to talk about tough conversations, turning adversity into an advantage, and why standing still might be the riskiest thing you can do. Along the way, Paru shares lessons from her own journey and her no-BS coaching style. Some of the things you'll hear are: -Why Paru actually loves tough conversations (and how to stop dreading them) -How being bullied, underestimated, and treated like an outsider became her superpower -Why "magic happens in momentum" If you've ever felt stuck, overlooked, or unsure of your next move, this episode will challenge how you think about growth, leadership, and success. Check out Paru's Website Connect with Paru on LinkedIn Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! - Follow Erin on LinkedIn or Instagram - Take our simple, fun and insightful"What's your workplace superhero name?"quiz - Unleash your Authentic Superpower with Erin's book,"You Do You (ish)" -Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. -Work with Us -Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsustainable for younger audiences. Tweetable Comments "Don't self-filter and be apologetic about something. It is what it is. "If you are not confident about the things that you don't like about yourself, you are giving people ammunition to also dislike you. Just own it." "Magic happens in momentum." "The magic won't happen if something is standing still. You need other things to happen for the reaction to happen, which equates to magic." Editor's note: This transcript has been edited for clarity, readability, and length while preserving the core conversation and key teaching moments. In this episode, Erin talks with executive strategist Paru Radia about how to navigate tough conversations at work, communicate with more clarity, own the messy parts of your story, and use momentum to create real career growth. Their conversation covers executive coaching, leadership communication, performance reviews, workplace conflict, career transitions, and the real-life messes behind success. Transcript Why Paru Calls Herself the C-Suite Whisperer Erin: You call yourself the C-Suite Whisperer. If I saw that on a page without knowing you, I might side-eye it. But after meeting you, I thought, "Oh my gosh, she totally is." Where did that come from? Paru: I was talking to a client a few years ago, describing what I do without making it sound too prescriptive. I was explaining how I listen, question, translate, and help executives understand what is really happening. I thought of the show Ghost Whisperer, where someone translates what ghosts are saying to the people who cannot hear them. I realized, "I do what she does, but for executives." So I said, "I'm a C-Suite whisperer." She completely got it. A week later, she told someone she had hired a C-Suite whisperer, then wrote about me on LinkedIn using that phrase. So I thought, "I guess that's what I am." Erin: I love that idea of translating between what someone says and what people actually hear. What gets mistranslated the most when you are working with executives? Paru: Intention. And that applies to everyone. People are often so busy thinking about themselves, what they mean, and what they think other people are hearing that they miss how the message is actually landing. I do not mean that in an arrogant way. No matter how senior you get, it is the same stuff with more at stake. It is the same insecurity, the same miscommunication, the same desire for the business to be successful, the same desire to look good, be liked, be understood, be seen, and be heard. We are all human. The stakes just get higher. How Childhood Shaped Her Ability to Read People Erin: I saw in another interview that when you were asked what time in your life you would change, you mentioned primary school and high school. What were those years like, and how did they shape the bold person you are now? Paru: I want to be careful with that answer. I am really happy in my life now, and I know I would not be where I am today without everything I experienced. But if I could still be where I am today and remove some of the pain from those years, I would. I grew up in a very conservative, traditional Indian household in the seventies and early eighties in racist Britain. We had bricks thrown through our window. We had racial slurs shouted at us. As a child, I had people on the street threaten me because I was Indian. It was scary. Some of that racism translated to school. I was made fun of for being Indian. I was also a chubby kid, so I was made fun of for that too. What happened was that it became safer for me to observe than to participate. It was safer to figure out where the next landmine was or where the next grenade might be thrown. That has worked in my favor now. I observe closely. I have a very keen eye and a very keen ear. I think some of that came from life circumstances that forced me to develop those skills. Erin: That makes so much sense. For people listening who have gone through challenges, trauma, or difficult experiences, how do they start to turn those things into a strength? Paru: First, be kind to yourself. And I do not mean that in a fluffy way. I mean dig deep and own everything about yourself. I am a big advocate of owning all of it. When I work with clients, I am their biggest fan, but I am also very direct. I often say that when you work with me, you will be punched and hugged at the same time. I am not soft. I will tell you things other people are too scared to tell you. I will tell you things you may not want to hear. But I am also there to catch you. I am not doing it to be mean. I am doing it to be real, so we can actually address what is happening. The first step is not self-filtering or apologizing for what is true. If something happened, it happened. If you messed something up, own it. If you do not like something about yourself, name it. Many people start to malfunction when they are not being who they really are. When you try to cover something up or perform as someone else, it creates friction. It is what it is. Own it. If you are not confident about the things you dislike about yourself, you give other people ammunition to dislike those things too. Own them. There are things about me I do not think are fantastic, but I love them anyway. It has taken me a long time to get here. Why Tough Conversations Matter Erin: One thing I wanted to talk to you about is tough conversations at work. The employee who is not performing. The job elimination. The numbers that are not hitting forecast. A lot of smart, capable people want to crawl under their desk when it is time to have those conversations. What advice do you give them? Paru: I love tough conversations. Erin: Why? Paru: Because they are the beginning of something different. Once you have the tough conversation, something is going to change. It might be an action, a perception, or a mindset, but something shifts. I am all for change. I challenge the status quo all the time. I am always looking to be better, do better, and grow. I want that for my clients too. When it comes to tough conversations, language is incredibly important. If I were giving general advice, I would say: get out of your own head and be factual. Avoid making everything about "you," because that can sound aggressive. Keep it business-focused. Ask questions. Do not go straight into the conversation without understanding the other person. Be genuinely curious. I start many difficult conversations by asking for the person's understanding of the topic first. That way, we are on the same page. Then I can share my definition or perspective. That moves me from being opposite them to being next to them. It becomes, "This is how I am looking at it. How are you looking at it?" Then I stay factual. I might say, "The business needs this. The problem we have is this. What do you think we could do about that?" If their answer is not feasible, I might say, "Here is what I am thinking. What are your thoughts on that?" Behavioral issues are different and need more specific examples, but in general, curiosity, clarity, and facts matter. How to Approach a Performance Conversation Erin: Let's use an example. Joe is a project manager. He has moments of brilliance, but he is inconsistent. Sometimes he solves a big problem. Other times, he makes promises he cannot deliver, or his work is not good. How would you coach someone to have that conversation? Paru: There is a lot I would want to understand first. I would want to know what is going through Joe's mind when he performs well, and what is going through his mind when he does not. I would ask whether Joe agrees with the assessment that he is inconsistent. Does he think he is not performing well? What does "well" look like to him? What outcome does he want? I am very outcome-focused. I always ask, "What outcome are you looking for?" Then we work backwards. Many people start from where they are and move forward, but ego and fear get in the way. They think, "I do not want to look bad. I do not want them to think this. I do not want to say that." As a kid, I never saw the point of doing a maze by constantly hitting walls. I would start in the middle, draw the path backwards, and say, "This is the way to get there." I approach coaching the same way. When we start with the outcome, ego becomes less of a problem. We can say, "If you want that outcome, it will take this. You will need to say this. You will need to do that." Once the person can see the outcome clearly, they are usually willing to put their ego aside because they know what they are aiming for. Erin: So with Joe, instead of starting with, "How do you think you are doing?" you would start with what he wants? Paru: Yes. If Joe says, "I want a promotion," I would ask, "What do you think it would take for that promotion to be awarded to you?" He might say he needs to perform at a certain level. Then I would ask, "What would it take to perform at that level?" We would look at relationships, technical ability, consistency, communication, and everything else involved. If relationships are part of the issue, I would ask, "What would your relationship with your boss need to look like?" I do not call myself a coach. I am an executive strategist. Coaching is part of what I do, but I am also opinionated and will share my perspective. I do not do that upfront. I want the client to get there first, but if they do not, I will share what I see. So I might say, "To me, it sounds like your boss needs to see this, this, and this. Right now, you are not showing it. What can we do to make sure you show that?" Why Clarity Changes the Conversation Erin: I love that because so many people go into reviews and ask broad questions like, "How do you think you are doing?" But that can feel like a trap. Paru: Exactly. I like asking a lot of questions to get clarity. Clarity is the first word on my website because it matters so much. When there is clarity, you can have conversations without obsessing over, "What are they going to think? How are they going to take it? What if they do not understand me?" If someone asks me a question that is too broad, I usually do not answer it right away. I ask for context. If someone asked me in a performance review, "How do you think you are doing?" I would either break the answer into categories or ask, "Is there a specific context for that question, or is there a category you would like me to focus on first?" That way, I know I am answering the question they are actually asking, not the question I think they might be asking. Erin: That is such a useful takeaway. If someone asks a question that feels too big or like a landmine, you can ask for clarity. You can say, "Are you asking about my attitude, my deadlines, my communication, or something else?" Paru: Yes. It gives everyone a better chance of having the real conversation. Preparing for High-Stakes Business Conversations Erin: Let's say someone is going into a quarterly business review with their boss, the CFO, and other senior leaders. The business has missed revenue numbers three months in a row. Most people would dread that conversation. How would you advise them to go into it? Paru: If there is going to be a tough conversation with a group, I would get to the audience before they are all in the same room. Relationships are easier one-to-one. If there are four senior stakeholders in the room, I would try to speak with each one individually beforehand. I want to know what I am walking into. I want to be able to predict what is coming my way. If I can preempt some of that through individual conversations, I am better equipped to have a potential solution, even if I have not fully actioned it yet. I might still get hurt a little, but I am less likely to get destroyed by the meeting. Erin: So you would have those pre-conversations, understand the feedback and questions, and make sure the missed numbers are not a surprise. What else? Paru: I would want to know why the numbers were missed. What went wrong? How can it be fixed? How can you make sure it does not happen again? What will you do differently? How do you feel about it? Then I would help the person take ownership of the parts they are responsible for. I would help them own the mistakes with confidence instead of becoming defensive. No one wants to deal with someone who is defensive. The audience is already taking care of themselves. They do not have time to take care of your defensiveness too. Go into the meeting understanding the problems, owning the mistakes, and bringing possible solutions. Why Magic Happens in Momentum Erin: You said something that caught my eye: "Magic happens in momentum." Tell us more about that. Paru: I had that as the screenshot on my phone for about a year. There is an old saying that standing still is the equivalent of moving backwards. Things move. Things change. People evolve. Time passes. If you are not moving, you are going backwards. Even if you are scared, do it anyway. Change will happen. You will grow. You will learn something. You might learn, "I do not like that," or "That did not work," but at least now you know and can move forward. I am a big fan of momentum. Standing still bores me. That is my personality. Some people love stability. I am not risk-averse. I like newness, change, and growth. Momentum creates that. Erin: When I read that, I thought about momentum in relationships too. Someone sends an email saying, "I loved your book," or "I loved your coaching session." There is a difference between responding three days later and capturing that energy in the moment. Paru: Yes. People are forgetful, and enthusiasm dwindles. If someone says, "I loved your book," and you respond a month later, they have already moved on to the next shiny object. The effort it takes to remind them how great you are becomes wasted energy. When there is energy, build on it. That is what improv taught me too. I did improv classes for a year, and so much of improv is about building on other people's ideas. Momentum works the same way. You do something, then the next thing, then the next thing. Magic is the result of action causing a reaction. If everything is standing still, nothing reacts. You need movement for the reaction to happen. The Expiration Date on Favors Erin: For our listeners, especially corporate women in mid-career and up, momentum is so important in relationships and sponsorship. If a senior leader notices what you are doing or reaches out after a good meeting, grab that momentum. Paru: I have the same theory with favors. If you have done something for someone and they say, "Let me know if there is anything I can do for you," there is always an expiration date on that offer. If there is something they can genuinely do, do not waste the favor. But if there is something meaningful, ask while the momentum is there. They have just experienced the good feeling of what you did for them. That feeling will dwindle. People get distracted. Later, they may still help, but it is harder. Erin: A body in motion tends to stay in motion. Paru: Exactly. The Messes Behind Successes Erin: I want to talk about your book, Messes Behind Successes. What is the premise? Paru: It is about navigating reality on your rise to the top. I am tired of reading books about unicorn billionaires. I am happy for them, but many of those stories sound like, "Life was tough, I lost money, then I was on the golf course with my dad's best friend and he invested in my business. Now look at me." That is great for them, but how does that help the rest of us? I do not have a rich dad. I do not have a golf course. I did not go to Harvard, and most people did not either. We hear success stories, but we rarely get a real how-to guide for navigating the mess on the way there. Mess is real. People get married. People get divorced. People move houses or countries. People get sick. People pass away. That is the personal side. At work, you may not get along with your boss. You may not get the promotion. You may mess up an interview, a meeting, or a target. You may be scared you are going to get fired. People do not talk enough about those moments. I am interviewing C-suite leaders who look very successful on paper, and many of them are successful and happy. But they had so much mess along the way. I want to share those stories so people do not feel alone, and so they have tangible examples of how to navigate real life and still make it. Erin: I love that. Those are the stories people need when they are wondering whether they should go for the career move, the big meeting, the executive job, or the new business. It is inspiring to hear how people got through the hard parts. Paru: Exactly. The mess is part of the story. Helping People Recalibrate in Career and Life Erin: Who is your ideal client? Who might be listening and think, "I would really benefit from working with Paru"? Paru: I work with executives in corporations, first-time CEOs, C-suite leaders, rising C-suite leaders, small businesses, startups, and multi-billion-dollar companies. I love working with first-time CEOs because they often do not realize how great they are, and I get to help them shine. I also work with individuals in transition. A lot of people come to me saying, "I want to do this," or "I want to do that," and I ask, "Why?" I really want to know why. About half the time, once they answer that question, they realize they have been working so hard for a dream that is no longer their dream. Their dream has changed. I love when those epiphanies happen. I like helping people in transition understand who they are deep down. Things happen along the way, and sometimes people need to recalibrate. Who are you today because of everything that happened, or despite everything that happened? What does today's version of you want? That is what I want to know, and then I want to help you get there. Where to Find Paru Erin: Where can people follow you and get more of your brilliance? Paru: The only social media platform I am on is LinkedIn. You can find me there as Paru Radia. You can also visit my website. I share a lot of my thoughts, stories, and lessons on LinkedIn. The book also includes many personal stories, including some I cringed while writing. But they are a big part of who I have become, how I think, and how I operate. Erin: Please promise me you will read your own audiobook. Paru: I absolutely will. Erin: Good. Your personality and authenticity need to come through in the audio version. Thank you for sharing your candor, your insights, and part of yourself with us today. Paru: Thank you for opening the door into your world and letting me in. It has been so much fun.
Rubriko pripravlja slovensko uredništvo Radia Vatikan.
EVEN MORE about this episode!What if the signs and synchronicities in your life aren't random at all?In this episode, Julie Ryan and spiritual mentor Nimesh Radia explore intuition, spirit messages, the Akashic Records, and how to reconnect with your inner guidance.Nimesh shares how intuition speaks in a quiet but unmistakable way—and why so many people override it with fear, doubt, and mental noise. Together, he and Julie explore how children naturally access spiritual awareness, why signs from loved ones often appear in wildly unexpected ways, and how learning to trust subtle guidance can completely transform your life. From repeating numbers and synchronicities to messages delivered through everyday moments, this episode will have you looking at the world differently.The conversation also dives deep into the Akashic Records, revealing them not as a mystical “library,” but as a living energetic field available to all of us. Nimesh explains how spirit guides work alongside us in a true co-creative relationship, and the episode culminates in a moving live channeling filled with encouragement, healing, and hope for anyone navigating these uncertain times. If you've been craving clarity, connection, or reassurance that you're on the right path, this episode is one you won't want to miss.Guest Biography:Nimesh Radia is a spiritual mentor, Akashic Records reader, and host of the globally ranked Spiritual Journey Podcast. After leaving a successful corporate career to follow his soul's calling, Nimesh has guided hundreds of people through deep healing, spiritual awakening, and intuitive transformation. Blending grounded coaching with channeled wisdom, energy work, and heartfelt storytelling, he helps others reconnect with their authentic selves, align with their purpose, and create meaningful change in their lives.Episode Chapters:(0:00:00) - Intuition: Our Natural Guiding Force(0:05:34) - Children, Consciousness, and the Shift in Awareness(0:07:34) - Building the Intuition Muscle(0:15:46) - Signs from Spirit and Magic Moments(0:24:20) - Nimesh's Spiritual Journey and Origin Story(0:35:25) - The Akashic Records Explained(0:51:48) - Accessing the Records: Tools and Practices(0:56:06) - Channeling a Message from the Records➡️ Subscribe to Ask Julie Ryan YouTube➡️ Julie's Intuitive Trainings✏️ Ask Julie a Question!
Spotkanie w studio SBS w Sydney z Norbim, znanym polskim wykonawcą estradowym i piosenkarzem, prezenterem telewizyjnym i radiowym, znanym za takie hity jak Kobiety są Gorące, Nie Zaczepiaj Mnie, Pokręciło się w Głowie. Artysta przyjechał do Australii z trasą koncertową, były koncerty w Melbourne i Sydney, a na dniach będą kolejne w Brisbane, Adelaida i Perth.
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