Podcasts about renegotiation

On this episode of the NTC Podcast, host Aaron Washington is joined by Steven Bagell, who currently hosts the Bird Rights Podcast. The two team up to discuss the details of some recent off-season NBA deals including the Franz Wagner rookie extension, Jonathan Issac Renegotiation & Extension, Caleb Martin free agent signing, and the Sign & Trade for DeRozan. The primary objectives of this conversation are to provide insight into the teams' possible thought process when executing these deals, explain the rules behind the Renegotiation & Extension, which is a rare occurrence in the NBA, and how these players could impact their current (or new) teams next season.Be sure to visit our official site https://notradeclause.com/ for all your NBA league resources! Follow the NTC team on Twitter: @NoTrade_Clause @a_a_ron25 @aniljamesgogna @OLA_HOOPS @cmaher1987 @pearlsteinaaron

EP 2981 In this episode of 2021, I answered these questions: When a recruiter or interviewer asks why you want to leave your job, what is the best answer? What should I put in the subject line of an email while applying for a job? Renegotiation is possible. But shall I wait to see the agreement based on the first offer (I proposed) then renegotiate? Can a recruiter ask a candidate if he or she owns a car? A hiring manager contacted me soon after I sent an application and wanted to do a phone interview that day. He said the interview would last only for 15-30 mins. What does it mean? ABOUT JEFF ALTMAN, THE BIG GAME HUNTER People hire Jeff Altman, The Big Game Hunter to provide No BS job search coaching and career advice globally because he makes job search and succeeding in your career easier.  You will find great info and job search coaching to help with your job search at ⁠⁠JobSearch.Community⁠⁠  Connect on LinkedIn: ⁠https://www.linkedin.com/in/T⁠⁠heBigGameHunter⁠  Schedule a discovery call to speak with me about one-on-one or group coaching during your job search at ⁠www.TheBigGameHunter.us.  He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with over 2900 episodes over 13+ years. We grant permission for this post and others to be used on your website as long as a backlink is included to ⁠www.TheBigGameHunter.us⁠ and notice is provided that it is provided by Jeff Altman, The Big Game Hunter as an author or creator. Not acknowledging his work or providing a backlink to ⁠www.TheBigGameHunter.us⁠ makes you subject to a $1000 penalty which you proactively agree to pay. Please contact us to negotiate the use of our content as training data. --- Support this podcast: https://podcasters.spotify.com/pod/show/nobsjobsearchadviceradio/support

If you're worried about job security, the last thing you want is to be stressed about your monthly contracts and payments. Recession Resister can reduce your bills for you! Find out more at https://recessionresister.com/ Recession Resister City: Portland Address: 11923 NE Sumner St Website: https://recessionresister.com Email: support@recessionresister.com

This episode is sponsored by PearsonRavitz– helping physicians protect their most valuable assets.  Jon from Contract Diagnostics shared the successful renegotiation of a family practice sports physician's contract, extending it for four years with improved terms.  Through thorough analysis and communication with the employer, they reached a mutually beneficial agreement, addressing compensation, retention bonuses, RVU rates, staffing issues, time away, reporting problems, and equipment needs. Despite some delays, both parties were satisfied with the outcome.  Jon invites individuals to contact Contract Diagnostics through phone, chat, or email for personalized assistance, visit www.ContractDiagnostics.com

Rah Goddess, Soul Coach, Author and CEO of Move the Crowd, shares her origin story, including the meaning behind her name and the 86-day cleansing fast that led her to her calling. She emphasizes the importance of staying true to oneself and listening to the inner wisdom that guides us. She explains the concept of Dharma and how it relates to finding one's purpose. Through her book, 'The Calling,' she provides a blueprint for individuals to discover and live their true purpose. Please visit our website to get more information: https://www.drivingimpact.io/ Achieve your potential & stay ahead with cutting-edge insights on tech, AI, the global economy, and sustainability from industry leaders and changemakers. Subscribe now!

In this video, we dive into the recent contract renegotiation of Corey Linsley and its implications for the Los Angeles Chargers' salary cap situation in 2024. Corey Linsley, the talented center, has been a cornerstone for the Chargers' offensive line since joining the team. His renegotiation sheds light on the team's strategic approach to managing their salary cap. Corey Linsley's renegotiation not only affects his own contract but also has ripple effects on the team's overall financial planning. We'll explore how the restructuring of his deal impacts the Chargers' ability to retain key players, pursue free agents, and maintain competitiveness in the upcoming season. Join us as we analyze the financial intricacies of the NFL and how the Chargers' front office maneuvers within the constraints of the salary cap. Learn about the potential implications of Linsley's renegotiation on the team's roster composition, depth, and long-term sustainability. Stay informed about the latest developments in the NFL salary cap landscape and how they shape the competitive landscape for teams like the Los Angeles Chargers. #CoreyLinsley #Chargers #NFL #SalaryCap #ContractNegotiation #LosAngelesChargers If you enjoyed this video Tackle that Like button and Subscribe for more of the best Chargers content from the Legenday Bolt Bros. https://www.youtube.com/channel/UCJ87YkBeHPdChl2JYwbGfjg?sub_confirmation=1 The most legendary brothers you know so well return for another video about the Los Angeles Chargers! Be sure to like and subscribe for more content for the Chargers! Social Media Links: https://www.Beacons.ai/boltbros https://discord.gg/mrGhTaybzd https://www.riverslake.org/ Bolt Bros Merch! https://nflshop.k77v.net/Ry9ymX https://www.boltbros.live/merch https://forms.gle/vp8sJeDkNr2XpdKW8 --- Send in a voice message: https://podcasters.spotify.com/pod/show/bolt-bros-podcast/message Support this podcast: https://podcasters.spotify.com/pod/show/bolt-bros-podcast/support

Did you know many businesses are being overcharged for their utilities? Is your car dealership one of them? Recession Resister will help you find out. Their expense management services can reduce your utility bills for better cash flow and profit margins. Learn more at https://recessionresister.com Recession Resister City: Portland Address: 11923 NE Sumner St Website https://recessionresister.com Phone +1-503-925-4512 Email support@recessionresister.com

Looking to lower your law firm overheads? Recession Resister is here to help with its low-risk, high-return bill negotiation service. Learn more at https://recessionresister.com/ Recession Resister City: Portland Address: 11923 NE Sumner St Website https://recessionresister.com Phone +1-503-925-4512 Email support@recessionresister.com

Episode 65: Breaking Free from the Chains of GuiltConnect with Nichole Banks Life Coach: Thrive in MidlifeFree Gift: 5 Steps to Clarity in Life & Careerhttps://www.nicholebanks.com/5EasystepstogainclarityNichole Banks Life Coach for Women: https://www.nicholebanks.com/CoachingFacebook: https://www.facebook.com/NicholeBanks23Facebook Group: https://www.facebook.com/groups/thesecondactformulaInstagram: https://www.instagram.com/msnicholebanks/30 Day Guided Journal: https://tinyurl.com/tzyyha8x30 Day Guided Journal: https://tinyurl.com/49ntheuj Intro:Welcome back, lovely listeners! We hope you had a fantastic holiday weekend filled with joy and perhaps a bit too much pumpkin pie.Today's 65th episode is all about breaking free from the chains of guilt—past, present, and that tricky feeling of obligation.Segment 1: Opening BanterNichole shares a bit about her holiday weekend shenanigans, maybe a few too many slices of pie.Invites listeners to share their holiday indulgences on social media.Segment 2: Overcoming Past GuiltDiscusses the burden of past guilt and how it can impact our present.Shares the story of Sarah, who still feels guilty about missing a friend's wedding five years ago.Three-step process: Acknowledge, Learn, and Forgive.Segment 3: Mastering the Art of Saying 'No'Dives into the guilt of saying 'no' and the importance of setting priorities.Introduces Jane, the perpetual 'yes-woman,' and addresses the need for boundaries.Three lessons: Priorities Matter, The Magic of Boundaries, Embrace the Art of the Graceful 'No.'Segment 4: Navigating the Maze of ObligationExplores the guilt of feeling obligated to do things.Discusses the importance of assessing commitments and the power of renegotiation.Three lessons: Assess Your Commitments, The Power of Renegotiation, The Guilt-Free 'No.'Segment 5: Closing ThoughtsSummarizes key takeaways from the episode.Encourages listeners to embrace a guilt-free, empowered life.Reminds everyone to subscribe, leave a review, and share the podcast with their fabulous friends.Outro:Expresses gratitude for tuning in to the 65th episode of The Nichole Banks Podcast.

If you wanna talk to Samson: davidsamsonpodcast.com Today's word of the day is ‘7/172' as in 7 years as in 172 million as in Aaron Nola has gotten the biggest deal the Phillies have ever given to a pitcher. Did they get better? Was it worth it? (11:30) Should the Phillies tear up Harper's contract and give him a new one? A raise? More years? (21:50) What happened with the Bengals and Joe Burrow? Was he hurt before the game? Was he hurt during the game? Should the Bengals be penalized? (33:55) Review: The Boy Who Lived. (39:00) NPPOD. (44:00) Let me talk about my weekend. It was a fun one. Learn more about your ad choices. Visit megaphone.fm/adchoices

It's a double feature of 'The Cellar', produced especially for this year's Transcontinental Terror fest on Halloween Night!! Ghostly hostess Cadavera Quivry brings you "The Renegotiation and "Far Below" from Pete Lutz and the Narada Radio Company! Learn more about your ad choices. Visit megaphone.fm/adchoices

It's a double feature of 'The Cellar', produced especially for this year's Transcontinental Terror fest on Halloween Night!! Ghostly hostess Cadavera Quivry brings you "The Renegotiation and "Far Below" from Pete Lutz and the Narada Radio Company! Learn more about your ad choices. Visit megaphone.fm/adchoices

THE CELLAR Miniseries 3.4: The Renegotiation The Cellar Miniseries continues with this thrilling retelling, by Kevin Kordis, of an old folktale. In order to save the people of his village from marauders, a blacksmith must enter into an agreement with the agent of a mysterious figure. Some years later, he feels that he should revisit this situation with the agent. The agent doesn't agree, but the smith is...quite persuasive. Mr. Kordis wrote this play for the 2019 Cellar Scriptwriting Competition, and received Honorable Mention. We're very proud to be finally presenting it.  This episode has the added thrill of having been edited and mixed in a single marathon production session lasting approximately 10 hours! We hope you enjoy it. Announcer: Trevor Rines Cadavera Quivry (Your Ghostly Host): Angela Young   Nick Wommack as The ORATOR Jason D. Johnson as The SMITH Chuck Wilson as The ELDER Orlando Segarra as The AGENT The Cellar theme by Tom Rory Parsons Incidental music by Dr. Ross Bernhardt Produced & directed by Pete Lutz

THE CELLAR Miniseries 3.4: The Renegotiation The Cellar Miniseries continues with this thrilling retelling, by Kevin Kordis, of an old folktale. In order to save the people of his village from marauders, a blacksmith must enter into an agreement with the agent of a mysterious figure. Some years later, he feels that he should revisit this situation with the agent. The agent doesn't agree, but the smith is...quite persuasive. Mr. Kordis wrote this play for the 2019 Cellar Scriptwriting Competition, and received Honorable Mention. We're very proud to be finally presenting it.  This episode has the added thrill of having been edited and mixed in a single marathon production session lasting approximately 10 hours! We hope you enjoy it. NARADA RADIO COMPANY Announcer: Trevor Rines Cadavera Quivry (Your Ghostly Host): Angela Young   Nick Wommack as The ORATOR Jason D. Johnson as The SMITH Chuck Wilson as The ELDER Orlando Segarra as The AGENT The Cellar theme by Tom Rory Parsons Incidental music by Dr. Ross Bernhardt Produced & directed by Pete Lutz

It's the third miniseries of 'The Cellar', produced especially for this year's Transcontinental Terror fest! Five all-new horror dramas from Narada Radio Company this October! In episode 4, "The Renegotiation", Ghostly hostess Cadavera Quivry brings you the retelling of an old folk tale, in which a blacksmith, in order to save the people of his town, enters into a contract with a certain individual, and receives a hammer that can make nearly anything, OUT of anything! Written by Kevin Kordis, directed by Pete Lutz, and starring the Narada Radio Company. Learn more about your ad choices. Visit megaphone.fm/adchoices

It's the third miniseries of 'The Cellar', produced especially for this year's Transcontinental Terror fest! Five all-new horror dramas from Narada Radio Company this October! In episode 4, "The Renegotiation", Ghostly hostess Cadavera Quivry brings you the retelling of an old folk tale, in which a blacksmith, in order to save the people of his town, enters into a contract with a certain individual, and receives a hammer that can make nearly anything, OUT of anything! Written by Kevin Kordis, directed by Pete Lutz, and starring the Narada Radio Company. Learn more about your ad choices. Visit megaphone.fm/adchoices

WeWork is renegotiating nearly all of its leases and plans to exit unfit and underperforming locations. The success of these talks is crucial for the company's survival, as it faces mounting losses and dwindling cash reserves. ⁠⁠⁠⁠Click here to read the full news report with content extras.⁠⁠⁠⁠ If you'd like to get started in real estate investing, download our free guide, 5 Step Beginners Guide To Real Estate Investing, at ⁠⁠⁠⁠https://unitedstatesrealestateinvestor.com/freeguide/⁠⁠⁠⁠ Follow us on social: Facebook, ⁠⁠⁠⁠https://www.facebook.com/UnitedStatesREI/⁠⁠⁠⁠ Instagram, ⁠⁠⁠⁠https://www.instagram.com/unitedstatesrei/⁠⁠⁠⁠ Twitter, ⁠⁠⁠⁠https://twitter.com/unitedstatesrei⁠⁠⁠⁠ LinkedIn, ⁠⁠⁠⁠https://www.linkedin.com/company/unitedstatesrei⁠⁠⁠⁠ TikTok, ⁠⁠⁠⁠https://www.tiktok.com/@unitedstatesrei?⁠⁠⁠⁠ Spotify, ⁠⁠⁠⁠https://open.spotify.com/show/6f2Xz83KMZA43OUIUmuJ34?si=DxWjeG6ESOmRii9Eivvb8Q&dl_branch=1⁠⁠⁠⁠ Helping you achieve real estate investing financial freedom through media, networking, and knowledge. Enjoy listening to United States Real Estate Investor content to gain more knowledge and strategies of real estate investing and real estate investment in finance, landlording, property wholesaling, property rehabbing, entrepreneurship, building wealth, learning, teaching, professional networking, property law, tips and tricks, inspiration, motivation, and creating true financial freedom. ⁠⁠⁠⁠United States Real Estate Investor⁠⁠⁠⁠ ⁠⁠⁠⁠Universe Media Mastering: Your audio, more listenable.

Welcome to Summerfield where everything is fine! … As long as you ignore the unexplained and mysterious disasters, the near-constant bad omens, and oddly antagonistic PTA. Everyone has their ups and downs but it's never the end of the world. Most of the time. System: Monster of the Week by Evil Hat (https://evilhat.com/product/monster-of-the-week/) CAST:  ➜GM: Clara ➜Blythe - Bastian Goodnow (he/him), The Summoned ➜Emily - Rachel Goodnow (she/her), The Expert ➜Sloan - Michael (She/They), The Divine ➜Teri - Logan Julian (Zie/Zer/Zers), The Hex ◇ Visit https://www.happyjacks.org/worldendsthursday/ for a full list of this campaign's videos and podcasts.  ◇ Follow Happy Jacks RPG on Twitter, Instagram, Facebook or hang out with other tabletop roleplaying fans in our Discord community! ◇ Subscribe to our other podcast feeds! We have a weekly tabletop RPG talk show based on topics sent in from fans around the world, and a great collection of One-Shots if you prefer bite sized adventures. ◇ You can watch us on Youtube or Twitch! ◇ Keep us independent by becoming a Patreon! Our fantastic supporters let us play and say what we want instead of catering to companies for ad or sponsorship money. They are HEROES! https://patreon.com/happyjacksrpg Ⓒ2023 Happy Jacks RPG Network https://www.happyjacks.org

What does Elon Musk's latest lawsuit in San Francisco Superior Court reveal? Alot! The detailed lawsuit (and its many non-redacted internal emails and other exhibits) more fully disclose the profit model of powerhouse New York law firm Wachtell, Lipton, Rosen & Katz.  Elon Musk's Twitter acquisition company's suit seeks equitable "disgorgement" of the alleged $90M in "excessive legal fees" charged to and paid by Twitter's previous (now all fired) management and "approved" by its previous (now all resigned) board members.  How did this happen?  The “re-negotiated” fee agreement (setting the “multipler” on hourly fees to $90M (or over $100K/billable hour for less than six months of work that resulted in no trial, no appeal, and no substantive judicial decisions was finalized the day before the closing of the settlement Musk agreed to conclude after first refusing to do so. Is the timing alone enough for Musk to void the new fee agreement or will both sides consider some form of Creative Dispute Resolution? Today host Jack Russo and Professor Rafael Chodos discuss if Creativity Over Controversy®️ techniques could help both parties reach an amicable resolution. See: www.FFCDR.com  

We have been chatting so much about the hiring process, and how important it is to hire the right people for the role. We also have a great renegotiation taking place in regard to what people want when they come to work. Today I am once again joined by Dr. Mandolen Mull. Listen in as we talk about the great renegotiation and the impact that it has when it comes to hiring new folks into our organization. You can find show notes and more information by clicking here: https://hrinnovates.me/TO130

You're a small organization about to enter a negotiation with a large company. You're prepared to go in and sign the contract because simply doing business with them could be astronomical for your company. But just because you're a small company doesn't mean you can't negotiate with Goliaths. In this episode of Negotiations Ninja, Christine McKay shares how you can strategically use contracts to negotiate better terms, even as a small fry. Don't miss it. Outline of This Episode [1:32] Learn more about Christine McKay [1:59] How small organizations can negotiate with goliaths [4:22] What are the implications of saying “yes?”  [8:03] How can you become more aware of emotions? [13:22] Leverage is something you volunteer to give up [18:15] Renegotiation is always an option [20:08] Christine's contract risk review process Resources & People Mentioned Why Not Ask?: A Conversation About Getting More The Power of a Positive No: How to Say No and Still Get to Yes Connect with Christine McKay Venn Negotiation Connect on LinkedIn Connect With Mark Follow Negotiations Ninja on Twitter: @NegotiationPod Connect with Mark on LinkedIn Follow Negotiations Ninja on LinkedIn Connect on Instagram: @NegotiationPod Subscribe to Negotiations Ninja

In today's episode of Spencer & Vogue: Vogue's trying to renegotiate her podcast split with Spen, and he's having none of it, we're giving you some facts, chatting childish things we still do as adults, weird school initiatives, Spenny for your thoughts gets a rebrand and chat propsals. Watch Finding Michael on Disney+ now. Remember, if you want to get involved you can: Email us at Spencerandvoguepod@gmail.com OR find us on socials @voguewilliams @spencermatthews AND @spencer_and_vogueListen and subscribe to Spencer and Vogue on Global Player or wherever you get your podcasts.

On the eve of a visit to Dublin to mark Ireland's 50 years of EU membership, we speak exclusively to EPP President Roberta Metsola.

In today's episode, I discuss why trauma renegotiation is so confusing. In particular, I discuss the relationship of space and expansion and how that gets confused in the system with danger and threat. To check out The Soul's Code book club you can head to: https://www.drdaniellemcginnis.com/souls-code-book-club To check out the preview of the documentary on post-traumatic growth you can head to: https://www.posttraumaticgrowth.film/ Enjoy the show! Be sure to rate, review, and share the show with those who you feel would enjoy the show! Thanks for listening! To join my free community, head to https://dr-danielle-mcginnis.mn.co/share/ To follow me on social media, head to @drdaniellemcginnis To find my website, head to www.drdaniellemcginnis.com

Lexman is back and he's discussing the topic of Renegotiation with Rajat Monga. They discuss the different types of renegotiation and what they involve. Finally, they discuss photosynthesis and avosets.

http://www.sherylkline.com/blogIn case you missed my LIVE interview with the remarkable Deanna Ransom (President and Executive Director of Women in Revenue), here are a few of the wisdom gems she shared:  If you take action, how to do it can come to you as you're in motion. Do not allow a setback to become the final piece of your story.Reach out for help sooner rather than later. If you support a woman, you support the world. Don't fear failure. It's part of the learning process.To be notified for future interviews be sure to connect with me here on LinkedIn (https://www.linkedin.com/in/sherylklinema/) AND to learn more about how to build the mindset and influence for real change, join our community at www.SherylKline.com. #limitlessleader​​ #womenwholead​​ #sherylkline​​ #womeninrevenue

Synopsis: Every first and third Monday of the month, get our tips on working smarter, getting ahead in your career and investing like a pro with ST's business correspondents and editors. More than half of Singapore employees may quit their jobs this year if expectations of pay rise, career development, flexibility and more are not met, show surveys.  At the same time, economic numbers show that employers are facing spiraling prices, supply chain difficulties and fears of a global recession - while struggling to hire and keep workers in the tight labour market. The battle of many jobs and few talents is especially tough for small and medium enterprises (SMEs), which hire 70 per cent of the local workforce.    In this episode, ST's journalists Krist Boo and Tay Hong Yi host Mr Kurt Wee and Mr Donavan Cheah to talk about what workers expect, what bosses want - and the opportunities one could get from working at a SME.  Mr Wee is the president of the Association of Small & Medium Enterprises. Mr Cheah is a cybersecurity executive and the founder of podcast Very Clear Cut. Highlights (click/tap above): 04:23 Young professionals tend to think there are more opportunities "outside" and want to make bigger impact 07:43 SMEs offer young workers hands-on work and experience of initial growth 15:00 It is a partnership, but employees also have a right to ask for career progression 19:18 When will the job market stabilise? 25:32 What can an employer do to be exciting enough for an employee to commit five years? Register for ST's Head Start newsletter:  https://str.sg/stnewsletters Produced by: Krist Boo (kristb@sph.com.sg), Tay Hong Yi (hytay@sph.com.sg), Ernest Luis, Teo Tong Kai and Eden Soh Edited by: Teo Tong Kai Follow ST's new Your Money & Career Podcast channel here: Channel: https://str.sg/wB2m Apple Podcasts: https://str.sg/wuN3 Spotify: https://str.sg/wBr9 SPH Awedio app: https://www.awedio.sg/ Read Krist Boo's Column: https://str.sg/wB2P Read Tay Hong Yi's Column: https://str.sg/w6cz Website: http://str.sg/stpodcasts Feedback to: podcast@sph.com.sg --- Discover ST's special edition podcasts: Singapore's War On Covid: https://str.sg/wuJa The Unsolved Mysteries of South-east Asia: https://str.sg/wuZ2 Stop Scams: https://str.sg/wuZB Invisible Asia: https://str.sg/wuZn --- Discover more ST podcast series: Asian Insider: https://str.sg/JWa7 Green Pulse: https://str.sg/JWaf Health Check: https://str.sg/JWaN In Your Opinion: https://str.sg/w7Qt SG Extra: https://str.sg/wukR #PopVultures: https://str.sg/JWad ST Sports Talk: https://str.sg/JWRE Bookmark This!: https://str.sg/JWas The Big Story: https://str.sg/wuZe Lunch With Sumiko: https://str.sg/J6hQ Discover BT Podcasts: https://bt.sg/pcPL Follow our shows then, if you like short, practical podcasts! #moneycareer See omnystudio.com/listener for privacy information.

Synopsis: Every first and third Monday of the month, get our tips on working smarter, getting ahead in your career and investing like a pro with ST's business correspondents and editors. More than half of Singapore employees may quit their jobs this year if expectations of pay rise, career development, flexibility and more are not met, show surveys.  At the same time, economic numbers show that employers are facing spiraling prices, supply chain difficulties and fears of a global recession - while struggling to hire and keep workers in the tight labour market. The battle of many jobs and few talents is especially tough for small and medium enterprises (SMEs), which hire 70 per cent of the local workforce.    In this episode, ST's journalists Krist Boo and Tay Hong Yi host Mr Kurt Wee and Mr Donavan Cheah to talk about what workers expect, what bosses want - and the opportunities one could get from working at a SME.  Mr Wee is the president of the Association of Small & Medium Enterprises. Mr Cheah is a cybersecurity executive and the founder of podcast Very Clear Cut. Highlights (click/tap above): 04:23 Young professionals tend to think there are more opportunities "outside" and want to make bigger impact 07:43 SMEs offer young workers hands-on work and experience of initial growth 15:00 It is a partnership, but employees also have a right to ask for career progression 19:18 When will the job market stabilise? 25:32 What can an employer do to be exciting enough for an employee to commit five years? Register for ST's Head Start newsletter:  https://str.sg/stnewsletters Produced by: Krist Boo (kristb@sph.com.sg), Tay Hong Yi (hytay@sph.com.sg), Ernest Luis, Teo Tong Kai and Eden Soh Edited by: Teo Tong Kai Follow ST's new Your Money & Career Podcast channel here: Channel: https://str.sg/wB2m Apple Podcasts: https://str.sg/wuN3 Spotify: https://str.sg/wBr9 SPH Awedio app: https://www.awedio.sg/ Read Krist Boo's Column: https://str.sg/wB2P Read Tay Hong Yi's Column: https://str.sg/w6cz Website: http://str.sg/stpodcasts Feedback to: podcast@sph.com.sg  --- Discover ST's special edition podcasts: Singapore's War On Covid: https://str.sg/wuJa The Unsolved Mysteries of South-east Asia: https://str.sg/wuZ2 Stop Scams: https://str.sg/wuZB Invisible Asia: https://str.sg/wuZn --- Discover more ST podcast series: Asian Insider: https://str.sg/JWa7 Green Pulse: https://str.sg/JWaf Health Check: https://str.sg/JWaN In Your Opinion: https://str.sg/w7Qt SG Extra: https://str.sg/wukR #PopVultures: https://str.sg/JWad ST Sports Talk: https://str.sg/JWRE Bookmark This!: https://str.sg/JWas Lunch With Sumiko: https://str.sg/J6hQ Discover ST Podcasts: http://str.sg/stpodcasts Discover BT Podcasts: https://bt.sg/pcPL Follow our shows then, if you like short, practical podcasts! #moneycareerSee omnystudio.com/listener for privacy information.

In today's Real Life Leadership episode, Chantel had the opportunity to speak with Mark Monchek!    Mark has worked with leaders from Google, Apple, JPMorgan Chase, General Electric, Goldman Sachs, Adorama, TerraCycle, Feltsberg, The New York Times, Wharton School of Business, New York University, Columbia University, NBC, Time Warner, and the United Nations.   He's the author of the Amazon nonfiction bestseller Culture of Opportunity: How to Grow Your Business in an Age of Disruption. Mark has been featured in Real Leaders, The Better Business Book, the Organization Development Review Journal, Lifetime Network, WPLJ, WCBS, Newsday, Working Women Magazine, and the San Francisco Chronicle.   Enjoy!   -   Connect with Mark:  Website: https://opplab.com/a-new-book-by-mark-monchek/     Order Chantel's Book, One Meal And A Tasting: https://chantelrayway.com/onemeal/    Join CanZell HERE: https://joincanzell.com/    Check out the CanZell Cloud HERE: https://canzellcloud.com/    Claim Your Free Ticket For The Grow And Scale Now Summit! https://growandscalenow.com/    Chantel: https://www.instagram.com/thechantelray/     For more resources, visit http://www.reallifeleaders.com/podcast    Have a leadership question you want answered? Email podcast@reallifeleaders.com and you might even be in an episode!

TRR and Renegotiation - Heather Vest by Darryl Baskin, eXp Realty

The EU's Brexit chief Vice-President Maroš Šefcovic told a Dublin seminar the EU would continue to work to find practical solutions to make the protocol "work on the ground". Our Deputy Foreign Editor Colm O'Mongáin discusses.

Miami Dolphins cornerback Xavien Howard and the Dolphins have smoothed things over...for now. Here's how both sides win.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Miami Dolphins cornerback Xavien Howard and the Dolphins have smoothed things over...for now. Here's how both sides win.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Miami Dolphins cornerback Xavien Howard and the Dolphins have smoothed things over...for now. Here's how both sides win.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Miami Dolphins cornerback Xavien Howard and the Dolphins have smoothed things over...for now. Here's how both sides win.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

EP 2149 Office Hours are open! Today's questions are: When a recruiter or interviewer asks you why you want to leave your job, what is the best answer? I usually say 'I've been in the same industry for a while and I'd like a change' etc. but is that a good answer? What should I put in the subject line of an email while applying for a job? Renegotiation is possible. But shall I wait to see the agreement based on the first offer (I proposed) then renegotiate? Can a recruiter ask a job candidate if he or she owns a car? A hiring manager contacted me soon after I sent job application and wanted to do an interview at that day via phone call. He said the interview would last only for 15-30 mins. What does it mean? SUPPORT OUR SUPPORTERS: Edureka https://thebiggamehunter.us/edureka If you work in tech, you know you have to keep your skills up to date and, maybe, just maybe improve your knowledge to get better opportunities. They will train you in a variety of technologies inexpensively. Support also comes from Anchor.fm. You can create a podcast for free, interview guests, brand yourself as an expert and they do so much for free including get your show out in many different podcast services. --- Support this podcast: https://anchor.fm/nobsjobsearchadviceradio/support

Salary negotiations or renegotiation are not rocket science. You just need to have a clear strategy to prepare you for your conversation.In today's episode, I'm talking about how you renegotiate your salary. I walk you through:How to numerically show your valueHow to know what you want ahead of timeThe best way to negotiate a win-win solutionEpisode LinksUse this free guide to get step-by-step instructions on how to ask for a salary increase. Want the chance to be featured in the next podcast? Fill this form out!About Merete FieldsMerete equips women of color with clear results-based, actionable tools on how to transform their career path, make the necessary career pivots, and help them successfully advocate for themselves.Visit her website: MereteFields.comSocial: @meretefields

Nothing is as maddening as standing in the middle of your own life, feeling as if you're hanging on by your fingernails completely and utterly disoriented by the people and things you worked so hard to cultivate. Feeling entirely uncertain of how to engage in the places and spaces that used to feel like home are experiences we have to face as we make the choice to 'rise up' and 'come back' in the aftermath of challenging chapters and big life transitions. There are three components to this work: reorienting, renegotiation, and releasing, and once you understand them, you can move forward into what's next with far more ease. Join Susan and guest Stephenie Zamora live on Facebook!

With a report that the Packers are working on restructuring Aaron Rodgers' contract, is Green Bay going to commit to him beyond this season? And Frank Reich says Carson Wentz changed the Colts' draft plans.Simms 2021 Draft WR Rankings - Chris sees a Big 3 at the top, but not the same 3 that most other draft boards have. And does it matter that DeVonta Smith weighs only 170 lbs?Draft: Best Remaining Free Agents - Simms and Florio still see some contributing pass rushers and O-linemen out there on the market.The Giants signed Adoree' Jackson to a big contract, but is the CB worth it?

anchor.fm/anthonymcculley make sure to hit the follow button to stay notified and stay up to date on the news you want to hear about the podcast is also on google and apple podcasts, I'd appreciate it if you guys could rate it thank you lets keep grinding to hit our 3k plays goal lets goo #Onto3k social media instagram the_fullcourtblitzshow facebook full court blitz twitter thereal_ant19 youtube full court blitz https://www.nfl.com/news/saints-renegotiate-qb-drew-brees-contract-frees-up-cap-space-in-2021 https://www.nfl.com/news/buccaneers-antonio-brown-knee-chiefs-sammy-watkins-calf-questionable-for-super-bhttps://www.nfl.com/news/chiefs-wr-demarcus-robinson-has-been-cleared-to-practice-today (also talked about the Kevin Durant situation from last night, couldn't find any article) --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Powerful Collaborations with Stewart Levine Hugh Ballou: Welcome to The Nonprofit Exchange. Russell, here we are again. Week after week, we have amazing people. Yet today, this is a friend from years ago. I sent out an email asking people if they wanted to contribute to the magazine or be on the show. Immediately, Stewart Levine responded. How are things in Denver today, Russell? Russell Dennis: It's a little cloudy, a little bit cooler than it has been. But we are in the fall season. All is well otherwise. Welcome, Stewart. Thank you for coming. Stewart Levine: My pleasure to be with you guys today. I will be landing in Denver early tomorrow morning and then driving up to Vail for some American Bar Association meetings. Interesting, because I have a new book called Becoming the Best Lawyer You Can Be: How to Maintain Physical, Emotional, Spiritual, and Mental Health. The American Bar Association, 27 authors, I curated it and edited it. I'm actually very excited about it. Hugh: Look at that. Let's back up. I'm sure there is people watching who want to know who this guy is anyway. Why don't you tell them, Stewart? Stewart: Thank you, Hugh. Here's the short synopsis. I practiced law for about 10 years in a reasonably traditional number of contexts, starting off in the New Jersey Attorney General's office. Then I got tired of fighting with people. And it was before the whole ADR, Alternative Dispute Resolution, movement came on board. So I decided to do a little career change. I spent six years inside of AT&T as they were going through huge organizational change and transformation with major law firms as my clients, not in a legal sense, but in an account representative sense. On a parallel track, I started divorce meditation because I wanted to use the skills I had developed as a lawyer. I learned a lot about communication, about collaboration, about conflict resolution working with couples getting divorced because no one is in worse shape than that. Over time, I moved that work over into working with organizations, teens, organizational transformational cultural change work, individual coaching. For the last 30 years, that essentially is what I have been doing. The last 10 years, I have learned a ton of teaching programs and all the soft skills, relationship skills on behalf of the American Management Association. I have done a number of collaborations over time with various other individuals, all in the organizational space. That is the short synopsis, except I have also written a couple of best-selling books. The first one is called Getting to Resolution: Turning Conflict into Collaboration. It was endorsed by Stephen Covey. It was named one of the best business books of 1998, second edition came out in 2008. A follow-up called The Book of Agreement: 10 Essential Elements for Getting the Results You Want. That was endorsed by a number of notable people. That's the short answer. You and I met in the context of both being on the faculty of an organization called CEO Space. It's a pleasure to see your face again, Hugh. Hugh: It's a pleasure. Thank you for stepping up when I sent out that probing email. Actually, we were standing in those groups out in the lobby, and someone was addressing the group. I whipped out my draft of my workbook, Dealing with High Performance Teams, and I said, “Would you do me a favor and review this? Tell me what it's missing.” You sent me an email saying there was nothing about agreements in here. So I asked if I could quote your book of the 10EssentialElementsofAgreementsso I could give you attribution. I refer to those all the time. I send people to Amazon to get that book. It's really a treasure. We are speaking to people who are in the social benefit/for-purpose sector. They are clergy running a church or synagogue. They are executive directors running a for-purpose community-based organization. They are running a membership organization. I see a lot of conflict because people haven't been really good in creating this agreement. They don't write it down. They haven't decided how we are going to define expectations. I would guess, we're talking about collaboration and alignment today. I would think one tenet of alignment is to be able to have your expectations written down. Where do you start with alignment? What is the starting point? Stewart: Sure. Just to frame this, what I always say to people is you can pay me now or pay me later. If you pay me now, you'll pay me a lot less. Essentially what that means is spend a little time on the front end, making sure you have alignment, making sure you have shared expectations. Otherwise, the root of conflict is when people have different understandings of what they are doing together, and they have a different sense of metrics in terms of how we are going to measure whether or not we were successful. Critical piece is spending time on the front end. TheBookofAgreementcontains about 30 models of agreements for getting to a place of alignment. Those ten elements are actually so good I put them on the back of my business card. It's not like I'm trying to keep any secrets. I am happy to give them away. You start off by having a conversation. What is our intent and vision? In other words, what are we doing together? What's our intent and vision? By the way, as a little aside, most legal agreements are something that I refer to as agreements for protection. What if this goes wrong, and what if that goes wrong? There is not a huge amount of time spent on what we are trying to achieve here. That was the perspective that I took. What is our intent and vision? What is the role that each one of us is going to play? In other words, what is each party or person responsible for? What are the specific promises that each person makes? In other words, what is each person going to do to bring that vision into reality? How are they going to contribute? What is the value that each person receives? Why? Because if people don't receive, if they are not getting value out of any form of collaboration, they will stop contributing. They will stop performing. Metrics. How will you measure whether or not you were successful? Get it to a place of objectivity. Concerns and fears. People often have concerns and fears that they don't want to talk about. They are shy. What I like to do is put this in the model. No, this is something you have to talk about. Renegotiation. The idea that when we begin, we know what we know, but we don't know what we don't know. As we work together, moving down the road, we discover things, and we constantly need to be mindful of renegotiating that agreement to make sure we are back in a place of alignment. Consequences or benefits. What's at stake here? What's really at stake in this collaboration for the individuals involved, for the organization, for the community that is being served in the world of nonprofit and benefit organizations? Conflict resolution. We know that things happen. How are we going to resolve the conflicts and differences when they come up? After you have talked about those nine things, you look at the other person or the group and go, Yes or no. This is a project that I am engaged with. What I like to say is if you got good alignment, you don't have to worry about loose panels flapping off the rocket ship that you are trying to get to take off. I'm not sure where that came from. A little feedback from the universe. That's okay. The last element, number ten, is agreement and trust. Are we aligned? This is what is essential to do at the front end. People who start to use this and discover it think it's like sliced bread. It's just amazing, the simple ten element model, what it can create and what it can save you in the long run. Hugh: Absolutely. I call it paying the upfront price. You quoted the oil filter pay me now or pay me later. That's a great commercial. It's so true. It's the price upfront is far cheaper. That's a brilliant model. What happens when you get to #10 is you really know that you have an agreement. Stewart: You know you have an agreement, or you know you don't, which is of equal value. You know that Okay, this is, we're not in alignment. I don't think we can get to alignment. This is not a good project to work on together. Hugh: I don't know if you know I do lots of group board meetings and staff meetings. I am fundamentally a music connector who helps build ensembles, which is synergy in group interaction. In the South, y'all can tell I'm in the South, we say none of us is as smart as all of us. How do you get the best collective thinking without going into groupthink? My answer to that is we teach people how to build consensus. I find most people confuse consensus and compromise when they are the exact opposite. A consensus is a win-win, and compromise is lose-lose. What dawns on me as you are describing that model which I have read so many times is that prompts people to talk in a different way, discover new things, and come to some sort of consensus that whether we can work together or we can't. Is consensus part of alignment? Stewart: Absolutely. Consensus is essentially alignment. I'm glad you mentioned the word “compromise.” You said it exactly correctly, Hugh. Compromise means to lose-lose. People giving up what's important to them. Consensus is we are all in agreement, we are all in alignment, we are all moving forward toward the same things with the same end result in mind. Hugh: It's very misunderstood. What setting it is. A corporate setting, a boardroom, or anything like that. I think it's really misunderstood. It's important that we can build that synergy if we are going to work together as teams. Why is alignment essential in today's world? Why don't you go to D.C. and teach them? You can skip that second part. Stewart: I want to go back a second, and I will come to your question. I want to punctuate this point, Hugh. What also happens in the process of having this conversation is you start to develop a real deeper relationship. I don't mean an intimate personal relationship; I mean a working relationship. And as we all know, when you have relationship with people you are working with, it's much easier to resolve differences, which will inherently come up. The only reason people end up in lawsuits is when relationships break down. That's the only time they resort to those 100-page agreements that attorneys prepare, when the relationship breaks down. Otherwise, they work it out; they want to keep working together. Having said that, why is this more important in today's world? I think it's more important in today's world because we have a lot less face-to-face interaction. So much of what we're doing transactionally is virtual. In those kinds of situations, it's easier to be a jerk. And people don't consciously spend time to build relationships. This is a way to do it. That's one piece. The second piece is it's too costly when things break down. When you end up in conflict and any kind of lawsuits or legal process, you can't afford it. You can't afford to waste that time removing so quick. Three is if you look out at the world, it seems that there is a movement toward a much more values-based business and organizational culture. Much more. Because people realize what goes around comes around. You can't treat transactions as a one-shot deal. We have to be more relational and values-based. Even the millennial generation coming up, for them, it's real important to be part of a mission-driven organization, whatever that mission happens to be. To frame for-profit missions as having a “missionary” value. Business organizations in some sense are becoming a place where people get in culture. Business, nonprofits, in that context, it's where we spend so much time. Bringing values and alignment into that are critical. Probably more than you wanted to hear. To go back to that other question about Washington D.C., about 10 years ago, I was actually doing a two-day program for the Federal Executive Institute, which is run out of the Treasury Department. I had about 75 people for two days. At the end of the program, a bunch of Navy officers came up to me in white uniforms and said, “You need to go down the block and teach those guys in Congress.” Bottom line is, I don't know if you remember those old jokes, “How many blanks does it take to change a light bulb?” How many psychologists does it take to change a light bulb? Only one, but it's got to want to change. The guys in D.C., I use guys generically, they don't seem to want to change. They are sitting in some old cultural model, and that's why the rating in D.C. of the folks that we elect as representatives and our employees, the ratings are so incredibly low. Hugh: They are. We are shaped by the culture that we have experienced and the culture we have been injected into. We don't have to accept that. I can't imagine what it's like on the inside. Some of the large companies and some of the large churches I have served have a culture. You refer to this topic of conflict. Before we leave the alignment and agreement piece, what I have experienced when people have those kinds of conversations. By the way, another piece Russell and I present and attend is the Business Acceleration Summit with your cheerleader Shannon Gronich, who studied your program with you. She uses it quite well. In going through that process, there is a transformation that happens with people's perspective, even those who want to change. There is a substantive transformation that happens. Give us the story. Am I right? Does that happen with people exploring those options? If so, is there an example without giving away names of the kind of transformation that happens when people can have a different kind of conversation? Stewart: It creates connection. Connectivity. To me, human connectivity is the key to productivity. That sounds like a rhyme. Connectivity is the key to productivity. It is. If you think about high performance teams, what was it about the teams that made them great? The human relationships. The high levels of trust. When you create alignment, that is naturally going to happen. For religious organizations, go back to the words of Christ. Wherever two or more of you are gathered, there is one. When you create alignment and connection, you create a different kind of energy. It's there. It's there. One other thing I wanted to say about this, Hugh. You mentioned the word “culture.” I do cultural transformation work. People often ask for that. It's a very amorphous concept. When you think about what is culture in an organization, culture is actually held in relationships. Relationships are a function of agreements, implicit and explicit. I say if we can make our agreements explicit, we can change the culture. By having agreements with how we will be with each other, how we will treat each other. I have done this in many organizations over time. It always comes up value-based because people use their highest aspirations when they are creating these kinds of agreements. Culture. Huge piece. Hugh: Let's focus in a minute. As a conductor, I create high performance cultures in choirs and orchestras. If you are familiar, the person at the front influences others. I have a lot of leaders say, “I want other people to change.” I point out, “That ain't gonna happen unless you change.” I don't know if you're familiar with the work of Murray Bowen, the psychiatrist who has a whole leadership methodology. Bowen's wisdom is if you want to change people on your team, you change yourself, and they reflect that. What you are talking about is the vulnerability of the leader willing to open their brains to something new. Stewart: Jim Kouzes, favorite leadership consultant, and his partner Barry Posner. Talk about as one of the key elements of leadership modeling the way. That is a validation of what you just said. Modeling the way. Change yourself. Show others how you want them to be. Critical piece. Hugh: Amen. Stewart: Amen. It's interesting. I did a project for a state government agency a few years ago. You asked for an example. They were implementing a new fiscal system to the entire state. It was coming out of the controller's office. You can imagine the political, the legacy systems. It was a group of professional accountants who were charged with the pilot program. I got a call from someone who had seen me present about 10 years ago for the Project Management Institutes in the Greater Bay Area of San Francisco, which is where I am. I got in there and used the models that we're talking about to get to the bottom of what conflicts were between the various units and to create an agreement about how it was that these folks were going to move forward with the level of human alignment to get this first pilot off the ground and in the implementation off the ground. It's amazing what these ten elements of agreement can do. It's a systematic way of creating an activity, alignment, a shift in culture, how to get humans hooked up and connected. Hugh: I'm coming back. We are champions of transformational leadership. That is a transformational mindset here of people being aware. I think what happens when I have seen leaders go through steps like which you are proposing, there is a transformation of their knowledge and their being. They see the world differently when they start having conversations. Stewart: I call that mindset “resolutionary thinking.” Resolutionary thinking. Mindset is certainly something that I talk about. As a matter of fact, in my first book, when Stephen Covey endorsed it, he actually said, “The mindset and the skillset are just terrific.” Hugh: Love it. I have been hogging all the time here. I want to give Russell a chance. He listens. Russell, I notice Stewart doesn't miss a lick. He comes back to my questions even though I forgot I asked them. Real clarity of thought here. Russell, what are you hearing? Before we switch over to talking about conflict, do you have any observations or questions on this powerful part Stewart is bringing to us? Russell: Thinking about alignment, it starts with ourselves. I am going to go out on a limb and guess that's why you wrote this book: to talk about internal alignment. We all have that. When we recognize that need to align ourselves internally, then we get along better with others. What is critical to this alignment and approaching this process in this manner it stops any problems before they start. People don't do business with entities; people do business with people. If we are not aligned or on the same page, it won't work very well. I really appreciate all of the things that I see. This is a book I keep for myself. I have used it to put agreements together that I put together for people I do business with so that we can create a good set of expectations. We don't want to have problems later. Although this book has been around for a while, people don't seem to be as proactive as they could be. You look at your typical agreement, and it's written in legalese. We don't want to duck for cover. We want to work together and solve some problems. I love your approach in that way. Stewart: It's interesting, Russell. Having practiced law for ten years, I saw all these legal books that their lawyers put their names in. In some ways, when I wrote The Book of Agreement, it was my antidote to that kind of agreement. The legal agreements I call agreements of protection. My agreements I call agreements for results. They help you get to that place you want to. Thank you. Thank you. To validate your point, this whole notion of being aligned internally, having some level of clarity, having some level of emotional intelligence, mindfulness, call it being awake, call it religion, religious people having a level of Christ consciousness, all these things are critical to being able to engage effectively with others. In some ways, having yourself out of the way a bit so that you can listen to the needs and wants of others, which is the only place you get connectivity. When I talk about listening skills, I say that listening is a skill that has you show up as a great communicator, and it's one of the few things you can do unilaterally. You don't need anyone else's cooperation. All you have to do is drop your concerns and be in service to the other to find out what it is they are talking about. That is the foundational piece to create real connectivity. Hugh: Russell, do you have a question you are noodling on here? Russell: No, I was thinking about what the great problem is. A lot of us internally make assumptions. When you make assumptions, the expectations build upon that, which is what leads to conflict. I have heard people define expectations as pre-planned resentment. People don't come to the table. They sit down, they sign an agreement, they assume that the other side knows what it is they want and what those expectations are, and there is a lot of legalese without getting to the meat and potatoes of assumptions. Stewart: Russell, one of the mantras when I was practicing law was when you would come to a resolution of the case, the mantra was, “If everybody is unhappy, then you have a good settlement.” I just scratched my head the first time I heard that and said, “No, there has to be a better way than this.” This is the perfect transition if you want to talk about conflict for a bit. The whole notion of resolving conflict is about when I say getting to resolution, not having an agreement everybody is unhappy with. You haven't resolved anything. Going back to our initial discussion, you compromised, and you ended up in a lose-lose situation to be able to move forward. You killed a relationship. You have killed what may have been an opportunity for real productivity. Hugh: Amazing. This fictitious topic of conflict in the workplace. Why don't you give us a perspective? How do you define conflict? Stewart: An important distinction in this conversation initially is differences versus conflict. Differences as we all know are a good thing. This leads to diversity in opinion, better solution, innovation, creativity. Difference is different perspectives. A good thing. Now, conflict arises when people become committed to being right, when their egos take over, and their way or the highway, or my way is the right way, or I have the truth here. That is when they get emotionally attached. That emotional attachment is what I call conflict. Difference is a good thing. Conflict is emotional attachment. Where that leads to in terms of thinking about conflict, it's never about who is going to get the corner office. It's about the individual's emotional attachment. If you really want to resolve the conflict, and I learned this early on doing divorce meditation, deal with the emotion first, whatever that happens to be. Give people the opportunity to vent and get that emotion out of their system. Then, whatever they were fighting about, it almost seems silly. When people have the opportunity to talk about the emotion that was hanging them up. Or another way of looking at that is you can think of conflict as oppositional. People are gripped in emotion. If we were all emotionally mature and evolved, when something was not working, you could just say to each other, “This isn't working, is it?” We both go, “No, it's not.” Where do we want to go together? Where do we want to go together in the future? As opposed to processing this conflict, let's create a new agreement. Whatever we think we have by way of agreement is not working. Let's create a new one prospectively for where we want to go together from this point forward. Otherwise, we keep dragging the baggage and the cost of conflict with us moment to moment, and the cash register is raining on that cost. So that's a frame, a way to think about it. Yeah, operating on assumptions and crossed expectations is the greatest cause of conflict in organizations. Greatest cause of conflict. Hugh, you look like you want to say something. Hugh: I do find it pretty much in any organization. It's more prevalent when people aren't willing or able to confront the facts. We have spun confront to be a toxic thing when it really means with your front. What I also learned in studying the work of Murray Bowen is that you approach conflict directly and calmly and factually. If you got your agreement form, we have got the renegotiation piece in there. We don't think we can do that. We have made a plan, so we have to work the plan. Wait a minute. Something is wrong. This renegotiation piece, it would occur to me is a part of way to move through conflict. Stewart: Critical piece. Just to validate this notion about confronting. Intel, which has been a pretty successful organization over the years, they actually characterize their culture as one of constructive confrontation, constructive conversation. We tackle what is off in terms of alignment. We want to be in that place of getting back to alignment. The renegotiation is that piece. As you know, people sometimes get attached to being right or their way, especially when the clarity of expectation was not set correctly at the front end with a good, solid agreement of the kind I might help facilitate or the kind that you use. Hugh: Back to the relationship piece. What I find happens, and we had a guest a couple months ago from Australia who has a brilliant tool called the Conversations game. People are able to take down a mask and talk about things they really didn't think they would talk about. People who were enemies asked each other for their phone numbers. Part of it is disarming people by leading them into having conversations of substance rather than the ones we think we ought to have. We learn about the other person. There is this relationship building. That is what is so good about my definition of consensus: an agreement that is worked out in a group process, but is backed by relationship. If you have gone through your agreement, your tenth point is you are in agreement because you know each other by then. Speak to the relationship piece of this moving through conflict. We write the agreement; how do we keep it active instead of a piece of paper we file away? Stewart: Great. First of all, it's not 100 pages. It's probably two or three. As you see from all the agreements in the book. Two, in terms of the relationship piece, people do get emotional. We have different perspectives. We have different observations. We have different feelings because we are unique individual biological machines. We get emotional. Our emotions get triggered. You need to give people the context in which they have the opportunity to get those up and out of their system. In my conversational model for resolving conflict, there are two ways in which that is done. One, people get to tell their stories about the situation, which is a narrative, an open-ended question. Then there is a specific set of questions to move people down a little bit deeper, to make sure what is tied up on the inside actually comes out. It's almost like there is not the truth of what the stories the people hold is, but you need to give them the opportunity to get it out and clear it a bit so then they can resume the positive relationship moving forward in the future. I saw this with couples, which is where I learned, and the emotions do not run so high in organizations. But I saw couples get out of them and given the opportunity to realize, Oh, that was my husband. That was my wife. That was my partner. That was my mate. That was my lover. How have I gotten to the point where I have created them as such a monster by the noise in my own head? They were doing the best they could. That's what most people realize in this process. The other person was not intentionally trying to be hurtful, but they were trying to do the best they can. We all know we are living in a very fast-paced soup that the military of all places, the U.S. military, has defined as we live in a VUCA environment. It is volatile, uncertain, complex, and ambiguous. This is the soup we are trying to transact in. People get to see and realize they were doing the best that they could now, so what is our relationship going forward? Hugh: This is so synergistic with what we teach, isn't it, Russell? Russell: I thought so. Very much so. As we move through this process, it's taking the You statements out of what you say to people. That's critical. This is a place, and I know that when you talk about marketing, people want to address You statements and talk about the value for the people you are serving. When it comes to conflict though, You statements can escalate it. It's backing away from those things and really setting a frame where people want to cooperate, they want to resolve things, and they don't want to make it personal. There is a skill, and we will probably address it in the personal skills, that for separated people from behavior or from statements. That is critical to creating a place where you got an environment or friend where you want to come to agreement. Stewart: Critical. We have all seen it where you have major breakdowns on a business side, and people realize, Geez, there is too much profit here. We have to make this work. I did a program a number of years ago for a nonprofit private adoption agency. It was a partnership between a county child welfare agency and this adoption agency. What the adoption agency did is they got kids who were considered unadoptable up to speed so they could be placed in permanent homes. The consequences for a kid being emancipated when they are still in foster care and don't have permanent adoptive care are huge. I got Masters in Social Work on both sides, and it was almost like central casting. I am working in a room where I have posters of the kids all around. The bottom line was I kept trying to get them to realize, and they got it, that working together is absolutely essential because there is a larger benefit here. People realize that. To have a programmatic way of moving through the difference in conflict. My goal was to get it so that it wasn't just an agreement on the surface, but people would have a context in which to cleanse that emotion. They would resolve that emotion. That emotion wouldn't linger going forward. As they could actually have real alignment. The technical term I would use is there was no longer any chatter. Hugh: As you are working through this, you referred to some skills. Stewart, what are the critical interpersonal skills that one must pay attention to and embrace? Stewart: This whole area of emotional intelligence, which has become a buzz word these days. Self-knowledge, having some knowledge of who you are and self-awareness. What's going on inside of you at any moment in time. Self-regulation. Capacity to manage your own behavior and your own emotion. Self-motivation. Knowledge of what's important to you, which is like a strategic element of emotional intelligence. Empathy. Care and concern for others. I go back to my electronic signature. People use it all the time. It's a couplet from Longfellow, “If you knew the secret history of those you would like to punish, you would find a sorrow and suffering enough to disarm all in your hostility.” Very powerful. Standing in another's shoes. And the skills of speaking from the I perspective or I statements, as Russell mentioned earlier. Listening skills as a critical skill. Being able to appreciate and understand that the operating system of the human biological machine over there is different than the operating system in this human biological machine. Not good or bad, it's just the way it is. Trying to be more audience-centric in our conversation. Think about who it is we are speaking to. Otherwise, we are just talking to ourselves. So those are probably the most critical pieces. Hugh: Many leaders aren't aware of the impact and influence they have in the culture. Self-awareness is something that I see a lot of leaders struggle with. You probably serve as a confidential advisor to leaders. We call it different things. I choose not to use the word “coach” or :consultant.” It's around that mentoring/coaching/consulting people, and helping people discover some of these blind spots. What is your opinion on successful leaders having an advisor of some sort? Stewart: It's critical because leaders are working alone. If they are at the top of the pyramid, or as Max Dupree would say, at the bottom of the pyramid, I am here to serve everybody else. But essentially, it's in all literature that leaders are working alone. To have someone they can confide in and talk about their own insecurities, it's a critical piece. The self-awareness is- When I am teaching, I always say my goal is to become a more audience-centric, emotionally intelligent, conscious communicator, when I am teaching communications skills. By conscious communicator, you thought through in some ways the impact of what you are saying and doing on other people. Another one I left out is nonverbal. The awareness of your nonverbal skills. As we all know, so much of our communication, somewhere between 60-90% is nonverbal. To be aware that people are picking up messages from you. To be mindful about the presence that you bring. It's so important. Always having two-way communication, or as I like to say, communication happens when you establish shared meaning. Broadcasting messages is not communication. It's broadcasting messages. There is a big difference. Communication is when you have a back and forth, at least to a shared meaning and a common understanding. Hugh: It is a lost art in some places. We are in a high-tech world where people send out data assuming that is communication. I appreciate your reframing of that. In 31 years of working with groups, the subject of communication always comes out, lack thereof. It's like when Barry used to say is you perceive happiness, it eludes you. It's almost the same with communication. When you focus on communication, it eludes you, when really it's a byproduct of building relationships and being clear on our agreements, our purposes, our expectations. Within your strategy and implementation of your strategy, communication happens. You have demonstrated in this call today really good listening skills. That is top in being a conductor. We impact the culture by what we do, and the visual part is huge. One of the trainers of conductors says, “What they see is what you get.” The impact we have in that self-awareness is a huge one. I appreciate that list of skills. Good leaders are always working on those, aren't they? Stewart: Always. It's the whole notion of lifelong learning. After each interaction, you have the level of mindfulness to do a self-assessment. How did I do? How might have I been better at doing that? It's always about creating relationships. Always. Always. One of the things I wanted to say in terms of the context you guys operate in, the religious and nonprofit organizations, in those institutions, it takes an additional degree of focus to some sense. Why? Because people have a different sense of self. By that I mean there is some element of—and I don't say this in a negative way—righteousness. We are engaging and working on a good cause. We are working for something positive and of value. When it comes to interpersonal relationships, that righteousness can have a tendency to get in the way, which I am sure you have experienced over time. This is where these skills become important in those contexts. There is something else I wanted to say in response to what you said, Hugh. It left my mind. The thought drifted off into the universe. Maybe it will come back before we're done. Hugh: I am very fond of people who can encapsulate things. As I am thinking through all of what you're talking about, the leader impacts people. We're anxious. It spreads throughout the community. Richard Rohr, author and founder of OFM, says, “Hurting people hurt people. Transformed people transform people.” It would occur to me working through the system that you have created, which is not really difficult, but is pretty profound in its simplicity and directness and the impact that it has. Stewart: It's really interesting. I was just working with a group of senior scientists. I knew they would love this. This whole model I am talking about I have it drawn down to half a page schematic. Each one of the critical elements. As I like to say with so many things in this area, all of the things we are talking about are simple, but not easy. Simple to understand. This is not rocket science, but it's not easy to do. There is the one-page- Hugh: Cycle of Resolution. What book is that in? Stewart: It's in Getting to Resolution. Page 248. Hugh: You can find out more about Stewart at ResolutionWorks.com. I would imagine your books are listed somewhere on your website, and possibly on Amazon as well. Stewart: Both of those places. Hugh: I will give you a chance to have a parting thought with people. What would you like to leave people with? Russell will close out this interview. *Sponsor message from Wordsprint* Stewart, what would you like to leave people with? Stewart: The importance of relationships. The book Getting to Resolution might have been called Getting to Relationship. That is the critical piece. Alignment, moving through differences and conflict, always back to that place of relationship. That is where productivity comes from. That is where creating value comes from. Critical piece. It only happens as a result of, Russell pointed out, being centered in yourself, having alignment within yourself, and then when you have that foundation, you can use all the tools and techniques I talked about to connect with others. I wanted to thank both of you for the wonderful quality of your presence in this interview. My pleasure to contribute to the community you guys are serving. Russell: Thank you. Folks, take a trip over to ResolutionWorks.com. There is lots of material here. The principles are powerful. The power is in the simplicity. It's not easy. What separates what Stewart is doing from a lot of other things out there that you see is that it's not just dealing with situations or agreements in and of themselves, but it's creating a framework where we can talk to one another and continue to have open conversations together to keep things on track. We are all different. We will not agree on every little thing. If we have a process where we honor one another, the breakouts will disappear. That's a wonderful thing. Hugh: Thank you, guys. Such wonderful material. Stewart Levine, again, a pleasure to be with you. Stewart: My pleasure to be back in connection, Hugh. Thank you for inviting me. Learn more about your ad choices. Visit megaphone.fm/adchoices

The effects of falls and accidents or other impacts on the physical body can accumulate over time if there was something that the body wanted to do that it didn't get to. Especially when it comes to the need to protect yourself where you didn't get to, the body holds the impulse of that survival energy in its viscera, muscles, and joints. I've seen where accidents from years ago can still have an effect on the body, energy, and emotional state now. Sometimes the body, even if the mind knows differently, doesn't register that you ARE safe and ok. In this Episode: Recognize the symptoms of falls and accidents, how accidents and falls can bring up other trauma including relational, attachment, and sexual, and tips to bring your body back into safety and renegotiate these traumas.   Links, Article, and Resources All Show Notes for This Episode

I learnt so much interviewing Dr Shaun Delaney, a clinical psychologist, who works principally with men going through separation and divorce. The interview blends practical solutions, particularly the benefits of counselling, with deep emotional insights that are so helpful when someone is going through a separation. If you are a man looking to better understand your own experience of separation and divorce, look no further. If you are the ex-partner of a man, parent, friend or have any interest in understanding a man's experience of separation and divorce, push play now. Just to let you know, this interview does not focus on the many tragic stories of male family violence that occur and can peak during separation, there are sadly too many of those stories readily available. It's about a different type of journey entirely. Some of what Dr Delaney shared: The intention when researching and writing his DPsych was to help men and families going through separation and divorce. Discussed 2 types of arguments: Ones which lead to adaption, problem-solving and renegotiation as compared to arguments which keep a couple in high tension, perpetuate bad communication, distrust and drifting apart over time. Renegotiation is crucial to successful relationships and to really connect with someone you need to recognise and accept change. You cannot expect things to stay the same over time, to do so can be a precursor to separation. Discussed 3 main reasons for break-ups which can be broadly defined as negative behaviours, external behaviours and emotional reasons. Always a degree of ambivalence when separation – except, usually, in more serious situations. Discussed 3 main processes that people go through when separating – making the separation process less threatening; developing a new independent identity and devaluing the existing relationship. Overemphasising the negatives in a relationship and ignoring the positives makes it easier to justify the decision to separate as does devaluing your partner and the relationship. These processes serve to reduce feelings of guilt, shame or responsibility which allows someone to shift part of the responsibility of the separation to the other person. All this makes it easier to disconnect from commitment. Shaun's DPsych has 7 themes but we only had time to discuss 3 of them! One of Shaun's themes was men's adaption to separation which has 5 elements: emotional disentanglement, anger, psychological health, financial adaption, grief and loss. We delved into men's experience of grief and loss. We talked about nature of grief for men e.g. loss of close friend and confidant, loss of future plans and expectations; a lack of acknowledgement from others can create even more difficulties; men's grief can make others uncomfortable. The expectations on how men are “supposed to” grieve is evolving but many men still withdraw and try to manage the experience on their own. We touched upon the frustration that many of the men in his study felt when engaging with the family law system. Shaun shared how he helps his client's going through separation in his work as a psychologist in Melbourne - a really valuable framework. One of the practical suggestions he makes is to make sure you connect with all the things you love when going through this difficult time. And I should let you know that Shaun's research featured heterosexual men but I hope to enlarge the focus of my podcast in future episodes. I'd love to hear from you at liz@theseparationfix.com if you know of any other podcasts that feature intelligent insights into men's emotional experience of separation. If you would like to connect with Dr Shaun Delaney he can be contacted at the Moving Mindsets clinic in Melbourne, Australia or at drspdelaney@bigpond.com

Many real estate investors lose out on potential deals by not negotiating the terms of the deal. In this episode, Jack Bosch breaks down his methods for renegotiating deals with property owners in order to push up his acceptance rate and get the best possible deal! On a typical land deal, most people only have an acceptance rate of 2-3%, but if you follow the tips in this episode you can push this number up and get closer to living a life of financial freedom. What's inside: Discover how to push up your acceptance rate for land deals Understand the tactics needed to negotiate effectively Learn how Jack Bosch negotiates in his land deals Mentioned in this episode Subscribe and rate our podcast at: http://www.Jackbosch.com/podcast Follow Jack Bosch on Facebook to get the latest updates: http://www.facebook.com/jack.bosch Learn how to flip land for pennies on the dollar: http://www.landprofitgenerator.com

Gov. Tony Evers announced last week that he wants to renegotiate the state's contract with Foxconn. He says it's "unrealistic" to think the Taiwanese company will employ 13,000 people at the LCD screen manufacturing plant in Racine County, especially given that the size of the facility has been reduced.

Welcome back to the NP Dude podcast!  On this episode I explain why you should always have your own malpractice insurance policy even if you are working in an FQHC.  I also describe the only situation when a malpractice policy could be a detriment but the risk still outweighs the potential problem.  I respond to […] The post Episode 121 – Do You Need Malpractice Insurance in an FQHC and Oppressive Contracts! first appeared on The NP Dude.

No one said it was going to be easy, but the heat is ratcheting up as NAFTA renegotiation becomes contentious and the parties race toward a March deadline. The United States has put forward novel proposals that have encountered stiff opposition from Canada and Mexico. Critical sticking points include rules of origin for products such as cars, dispute settlement resolution, and a ‘sunset clause.' As the United States threatens to pull out of NAFTA altogether and the Trump administration emphasizes its preference for bilateral over multilateral trade deals, the rest of the world is watching these talks closely. Carla Hills, the lead negotiator of NAFTA in the 1990s, joins the Council's Phil Levy to discuss whether the United States can really withdraw from NAFTA and what that would mean for the US economy and its international economic leadership. Featuring: Carla Hills, Chairman and Chief Executive Officer, Hills & Company, International Consultants; Phil Levy, Senior Fellow, Global Economy.

Happy New Year! On this episode of the NP Dude podcast I discuss what happens when your employer tells you your office is closing and you have to travel to a new location.  I also give my opinions about Compact states and why they haven’t become popular yet.  Start the new year off with a […] The post Episode 118 – Contract Location Terms and What Are These Compact States? first appeared on The NP Dude.

Ian Lee, Associate Professor at Carleton University, Sprott School of Business joins the show to discuss the current NAFTA negotiations