FITx50 / week 17

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FITx50 / week 17 and this has been my approach of late.

After last week’s post-travel and fancy food eating festival I returned to the crossfit gym. I was greeted by the realization that at closer to 50 than I was weeks ago, shape, like the space station, is something just waiting to drop.

Some crazy workout call Down Sally Up – yeah, that’s what I said – I got the down part pretty good.

Okay, mostly I’m kidding but this little kitten was so darn cute, i had to include him somewhere. I’m back to cutting portions in half and exercise. I’ve also gotten pretty decent at headstands, which as I understand isn’t good after having a March spinal surgery. But it’s titanium right??

This week was a good transition from sloth to beast. Look out next week – I’m back on track.

Happy health to you,

 

Scott

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Crucibles of Leadership (part 1)

What makes a leader

As lifelong students of leadership, we are fascinated with the notion of what makes a leader. Why is it that certain people seem to naturally inspire confidence, loyalty, and hard work, while others (who may have just as much vision and smarts) stumble, again and again? It’s a timeless question, and there’s no simple answer.

But we have come to believe it has something to do with the different ways that people deal with adversity. Indeed, our recent research has led us to conclude that one of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances.

Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.The skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.

Take Sidney Harman. Thirty-four years ago, the then-48-year-old businessman was holding down two executive positions. He was the chief executive of Harman Kardon (now Harman International), the audio components company he had cofounded, and he was serving as president of Friends World College, now Friends World Program, an experimental Quaker school on Long Island whose essential philosophy is that students, not their teachers, are responsible for their education.

Juggling the two jobs, Harman was living what he calls a “bifurcated life,” changing clothes in his car and eating lunch as he drove between Harman Kardon offices and plants and the Friends World campus. One day while at the college, he was told his company’s factory in Bolivar, Tennessee, was having a crisis.

He immediately rushed to the Bolivar factory, a facility that was, as Harman now recalls, “raw, ugly, and, in many ways, demeaning.” The problem, he found, had erupted in the polish and buff department, where a crew of a dozen workers, mostly African-Americans, did the dull, hard work of polishing mirrors and other parts, often under unhealthy conditions. The men on the night shift were supposed to get a coffee break at 10 pm.

When the buzzer that announced the workers’ break went on the fritz, management arbitrarily decided to postpone the break for ten minutes, when another buzzer was scheduled to sound. But one worker, “an old black man with an almost biblical name, Noah B. Cross,” had “an epiphany,” as Harman describes it. “He said, literally, to his fellow workers, ‘I don’t work for no buzzer. The buzzer works for me. It’s my job to tell me when it’s ten o’clock. I got me a watch. I’m not waiting another ten minutes. I’m going on my coffee break.’ And all 12 guys took their coffee break, and, of course, all hell broke loose.”

The worker’s principled rebellion—his refusal to be cowed by management’s senseless rule—was, in turn, a revelation to Harman: “The technology is there to serve the men, not the reverse,” he remembers realizing. “I suddenly had this awakening that everything I was doing at the college had appropriate applications in business.”

In the ensuing years, Harman revamped the factory and its workings, turning it into a kind of campus—offering classes on the premises, including piano lessons, and encouraging the workers to take most of the responsibility for running their workplace. Further, he created an environment where dissent was not only tolerated but also encouraged. The plant’s lively independent newspaper, the Bolivar Mirror, gave workers a creative and emotional outlet—and they enthusiastically skewered Harman in its pages.

Harman had, unexpectedly, become a pioneer of participative management, a movement that continues to influence the shape of workplaces around the world. The concept wasn’t a grand idea conceived in the CEO’s office and imposed on the plant, Harman says. It grew organically out of his going down to Bolivar to, in his words, “put out this fire.” Harman’s transformation was, above all, a creative one.

He had connected two seemingly unrelated ideas and created a radically different approach to management that recognized both the economic and humane benefits of a more collegial workplace. Harman went on to accomplish far more during his career. In addition to founding Harman International, he served as the deputy secretary of commerce under Jimmy Carter. But he always looked back on the incident in Bolivar as the formative event in his professional life, the moment he came into his own as a leader.

The details of Harman’s story are unique, but their significance is not. In interviewing more than 40 top leaders in business and the public sector over the past three years, we were surprised to find that all of them—young and old—were able to point to intense, often traumatic, always unplanned experiences that had transformed them and had become the sources of their distinctive leadership abilities.

We came to call the experiences that shape leaders “crucibles,” after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the leaders we interviewed, the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgment. And, invariably, they emerged from the crucible stronger and more sure of themselves and their purpose—changed in some fundamental way.

Leadership crucibles can take many forms. Some are violent, life-threatening events. Others are more prosaic episodes of self-doubt. But whatever the crucible’s nature, the people we spoke with were able, like Harman, to create a narrative around it, a story of how they were challenged, met the challenge, and became better leaders. As we studied these stories, we found that they not only told us how individual leaders are shaped but also pointed to some characteristics that seem common to all leaders—characteristics that were formed, or at least exposed, in the crucible.

Crucibles of Leadership (part 1)

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FITx50 \ week 16

2014-10-28 11.06.14

Week 16?

What happened to weeks 14 & 15? Well, that’s what I want to know. It’s crazy how trips to south Florida and the Carolinas can easily take you off your game plan.

Seriously, I’m like a bald tire spinning in marsh grass. I had to reintroduce myself to my friends at Momentum Crossfit, my Trek Madone 6.9 won’t even look at me and ice cream and I have been joyously reunited. How?

That’s my struggle. Weeks to months of sustained discipline followed by weeks to months (oh no, please no) of excuses, alibis and hushed alarm buzzers. My long-term goal of being FITx50 is still in sight with a March 2015 birthday, but I’d hoped for a sustained approach instead of a mad dash.

There, I said it – HOPED. That’s the issue. The term should be PLANNED for a sustained approach. As a long-time SWAT commander I understood the value of “Fail to plan / Plan to fail.” I’ve broken my own rule for survival / success. Now, I need to practice the first rule of digging holes.

When you find yourself in one, stop digging.

See you next week with a plan instead of a shovel in hand.

FITx50 \ week 16

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Are you learning as fast as the world is changing?

Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, “The real act of discovery consists not in finding new lands but in seeing with new eyes.” What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning.

Today, the challenge for leaders at every level is no longer just to out-hustle, out-muscle, and out-maneuver the competition. It is to out-think the competition in ways big and small, to develop a unique point of view about the future and help your organization get there before anyone else does. Which is why a defining challenge of leadership is whether you can answer a question that is as simple as it is powerful: Are you learning as fast as the world is changing?

Of course, learning new things is all about exposing yourself to new ideas. So if you want to learn faster, you’ve got to think differently about where new ideas come from. Here are a few ideas I’ve developed over the years about what turns leaders into learners — three “habits of mind” that will help you keep learning as fast as the world is changing.

First, the best leaders (and learners) have the widest field of vision.
After Steve Jobs died, I, like everyone else, read and watched as much as I could about his life and work. One of my favorite sources of insights was an old PBS documentary called “Triumph of the Nerds,” in which luminaries of Silicon Valley talked about what inspired their innovations. As Jobs talked about the original Macintosh computer, he talked less about semiconductors and software than he did about painting, music, and art.

“Ultimately it [creativity] comes down to taste,” he explained. “It comes down to trying to expose yourself to the best things that humans have done and then trying to bring those things in to what you’re doing…I think part of what made the Macintosh great was that the people working on it were musicians and poets and artists and zoologists and historians who also happened to be the best computer scientists in the world.”

Translation: You’re not going to learn faster (or deeper) than everyone else if you seek inspiration from the same sources as everyone else. Educators know that we learn the most when we encounter people, experiences, and ideas that are the least like us. And yet, we spend most of our time with people and in places that are the most like us — our old colleagues, our familiar offices, our reassuring neighborhoods. If you want to learn faster, look and live more broadly.

Second, and more tactically, the best source of new ideas in your field can be old ideas from unrelated fields. A few months ago, after I gave a talk about innovation to a gathering of executives from the world of food retailing, one frustrated member of the audience asked for some advice about dealing with her boss. “My boss likes to say, ‘I want a totally new idea — and three examples of where that idea has worked before.’” The audience roared in recognition of the oxymoronic absurdity of the boss’s sentiment, as did I.

But then I got to thinking…Often, it turns out, a powerful source of “totally new” ideas in one industry can be standard operating procedures from another industry — well-established practices that look downright revolutionary when you simply move them from one place to another.

For example, leaders at Lexus identified all sorts of new ideas to reshape the customer experience for luxury cars by searching for clues at brands such as Four Seasons and Apple — companies that were great at what they did, even though what they did had nothing to do with automobiles. Physicians and administrators from London’s Great Ormond Street Hospital for Children redesigned many of their surgical procedures by studying how Ferrari’s Formula One racing team handled pit stops.

Sure, there’s always a place for R&D as research & development. But there’s also a place for R&D as rip-off and duplicate. Ideas that are routine in one industry can be revolutionary when they migrate to another industry, especially when they challenge the prevailing assumptions and conventional wisdom that have come to define so many industries.

Finally, and most personally, successful learners work hard not to be loners.
These days, the most powerful insights often come from the most unexpected places — the hidden genius locked inside your company, the collective genius of customers, suppliers, and other smart people who would be eager to teach you what they know if you simply asked for their insights. But tapping this learning resource requires a new leadership mindset — enough ambition to address tough problems, enough humility to be willing to learn from everyone you encounter. Nobody alone learns as quickly as everybody together.

We all want to be better leaders. And the best leaders, it turns out, are the most insatiable learners. How are you learning as fast as the world is changing?

80-bill-taylor

William C. Taylor is cofounder of Fast Company magazine and author of Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself. Follow him on Twitter at @practicallyrad.

Are you learning as fast as the world is changing?

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Gun Technology for Cops

Should gun owners be required to apply this technology?

WATSONVILLE, Calif. (AP) — A Silicon Valley startup has developed technology to let dispatchers know when a police officer’s weapon has been fired.

The latest product by Yardarm Technologies would notify dispatchers in real time when an officer’s gun is taken out of its holster and when it’s fired. It can also track where the gun is located and in what direction it was fired.

Santa Cruz County Sheriff Phil Wowak, whose agency is among two testing the technology, said it will allow the sheriff’s office to see whether deputies are in trouble and unable to ask for assistance.

“That’s the worst nightmare for any police officer in the field,” he said.

The system will not include a remote disabling mechanism. Yardarm was pursuing that technology and demonstrated it at a conference in Las Vegas last year, but it has since abandoned that effort, according to the Capitola, California,-based company’s marketing vice president, Jim Schaff.

Yardarm’s system would have triggered an alarm on an owner’s cellphone if a gun had been moved, and the owner would then have been able to hit a button to activate the safety and disable the weapon.

Schaff would not say exactly why the company gave up on remotely disabling guns. Gun rights advocates have raised serious concerns that so-called smart gun technology could be used to limit their access to weapons.

The developers insist their latest technology is not creating a smart gun, but rather is “police gunfire tracking technology.”

Sam Paredes, executive director of Gun Owners of California, said his organization isn’t opposed to the particular technology Yardarm is developing and other smart-gun technology.

“What we do oppose are government mandates requiring all gun owners to adopt the technology,” Paredes said. “If law enforcement wants to adopt this technology, that’s great. Just don’t make every gun owner adopt the technology.”

Smart gun technology has been around for decades, but technological advances and recent large shootings have prompted more than a dozen smart gun companies to begin developing weapons. Some began selling in gun shops this year, but analysts say controversy surrounding the technology could limit sales.

The technology that tracks an officer’s gun relies on the Internet and requires a small device that can fit in the handle of most police handguns. It connects to the officer’s smart phone using Bluetooth.

“The officer simply inserts it into the back of the firearm, and now it’s installed. They don’t even know it’s there anymore,” Schaff said during a recent demonstration.

Yardarm is paying for the test in the hopes they can develop the technology nationwide and charge departments for it next year.

Schaff said the company has not yet determined a price.

—-

CALIFORNIA START UP UNVEILS GUN TECHNOLOGY FOR COPS
BY HAVEN DALEY

Associated Press reporter Paul Elias contributed to this story from San Francisco.

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The Best Leaders Are Insatiable Learners

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Nearly a quarter century ago, at a gathering in Phoenix, Arizona, John W. Gardner delivered a speech that may be one of the most quietly influential speeches in the history of American business — a text that has been photocopied, passed along, underlined, and linked to by senior executives in some of the most important companies and organizations in the world. I wonder, though, how many of these leaders (and the business world more broadly) have truly embraced the lessons he shared that day.

Gardner, who died in 2002 at the age of 89, was a legendary public intellectual and civic reformer — a celebrated Stanford professor, an architect of the Great Society under Lyndon Johnson, founder of Common Cause and Independent Sector. His speech on November 10, 1990, was delivered to a meeting of McKinsey & Co., the consulting firm whose advice has shaped the fortunes of the world’s richest and most powerful companies. But his focus that day was on neither money nor power. It was on what he called “Personal Renewal,” the urgent need for leaders who wish to make a difference and stay effective to commit themselves to continue learning and growing. Gardner was so serious about this learning imperative, so determined that the message would get through, that he wrote the speech out in advance because he wanted “every sentence to hit its target.”

What was his message? “We have to face the fact that most men and women out there in the world of work are more stale than they know, more bored than they would care to admit,” he said. “Boredom is the secret ailment of large-scale organizations. Someone said to me the other day ‘How can I be so bored when I’m so busy?’ I said ‘Let me count the ways.’ Look around you. How many people whom you know well — people even younger than yourselves—are already trapped in fixed attitudes and habits?”

So what is the opposite of boredom, the personal attribute that allows individuals to keep learning, growing, and changing, to escape their fixed attitudes and habits? “Not anything as narrow as ambition,” Gardner told the ambitious McKinsey strategists. “After all, ambition eventually wears out and probably should. But you can keep your zest until the day you die.” He then offered a simple maxim to guide the accomplished leaders in the room. “Be interested,” he urged them. “Everyone wants to be interesting, but the vitalizing thing is to be interested…As the proverb says, ‘It’s what you learn after you know it all that counts.’”

In these head-spinning times, even more so than when John Gardner offered his timeless advice, the challenge for leaders is not to out-hustle, out-muscle, or out-maneuver the competition. It is toout-think the competition in ways big and small, to develop a unique point of view about the future and get there before anyone else does. The best leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.

Roy Spence, perhaps the most interested (and interesting) advertising executive I’ve ever met, recently published a book called The 10 Essential Hugs of Life, a funny and moving take on the roots of success. Among his wise and folksy pieces of advice (“Hug your failures,” “Hug your fears,” “Hug yourself”) is a call to “Hug your firsts” — to seek out new sources of inspiration, to visit a lab whose work you don’t really understand, to attend a conference you shouldn’t be at. “When you’re a kid,” he says, “every day is full of firsts, full of new experiences. As you get older, your firsts become fewer and fewer. If you want to stay young, you have to work to keep trying new things.”

Spence cites as one of his inspirations management guru Jim Collins, who, as a young Stanford professor, sought advice and counsel from his learned colleague John Gardner. What did Spence learn from Collins? “You’re only as young as the new things you do,” he writes, “the number of ‘firsts’ in your days and weeks.” Ask any educator and they’ll agree: We learn the most when we encounter people who are the least like us. Then ask yourself: Don’t you spend most of your time with people who are exactly like you? Colleagues from the same company, peers from the same industry, friends from the same profession and neighborhood?

It takes a real sense of personal commitment, especially after you’ve arrived at a position of power and responsibility, to push yourself to grow and challenge conventional wisdom. Which is why two of the most important questions leaders face are as simple as they are profound: Are you learning, as an organization and as an individual, as fast as the world is changing? Are you as determined to stay interested as to be interesting? Remember, it’s what you learn after you know it all that counts.

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How Successful People Handle Toxic People

Toxic people defy logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other people’s buttons. Either way, they create unnecessary complexity, strife, and worst of all stress.

Studies have long shown that stress can have a lasting, negative impact on the brain. Exposure to even a few days of stress compromises the effectiveness of neurons in the hippocampus—an important brain area responsible for reasoning and memory. Weeks of stress cause reversible damage to neuronal dendrites (the small “arms” that brain cells use to communicate with each other), and months of stress can permanently destroy neurons. Stress is a formidable threat to your success—when stress gets out of control, your brain and your performance suffer.

Most sources of stress at work are easy to identify. If your non-profit is working to land a grant that your organization needs to function, you’re bound to feel stress and likely know how to manage it. It’s the unexpected sources of stress that take you by surprise and harm you the most.

Recent research from the Department of Biological and Clinical Psychology at Friedrich Schiller University in Germany found that exposure to stimuli that cause strong negative emotions—the same kind of exposure you get when dealing with toxic people—caused subjects’ brains to have a massive stress response. Whether it’s negativity, cruelty, the victim syndrome, or just plain craziness, toxic people drive your brain into a stressed-out state that should be avoided at all costs.

The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control. One of their greatest gifts is the ability to neutralize toxic people. Top performers have well-honed coping strategies that they employ to keep toxic people at bay.

While I’ve run across numerous effective strategies that successful people employ when dealing with toxic people, what follows are twelve of the best. To deal with toxic people effectively, you need an approach that enables you, across the board, to control what you can and eliminate what you can’t. The important thing to remember is that you are in control of far more than you realize.

They Set Limits (Especially with Complainers)

Complainers and negative people are bad news because they wallow in their problems and fail to focus on solutions. They want people to join their pity party so that they can feel better about themselves. People often feel pressure to listen to complainers because they don’t want to be seen as callous or rude, but there’s a fine line between lending a sympathetic ear and getting sucked into their negative emotional spiral.

You can avoid this only by setting limits and distancing yourself when necessary. Think of it this way: if the complainer were smoking, would you sit there all afternoon inhaling the second-hand smoke? You’d distance yourself, and you should do the same with complainers. A great way to set limits is to ask complainers how they intend to fix the problem. They will either quiet down or redirect the conversation in a productive direction.

They Don’t Die in the Fight

Successful people know how important it is to live to fight another day, especially when your foe is a toxic individual. In conflict, unchecked emotion makes you dig your heels in and fight the kind of battle that can leave you severely damaged. When you read and respond to your emotions, you’re able to choose your battles wisely and only stand your ground when the time is right.

They Rise Above

Toxic people drive you crazy because their behavior is so irrational. Make no mistake about it; their behavior truly goes against reason. Which begs the question, why do you allow yourself to respond to them emotionally and get sucked into the mix?

The more irrational and off-base someone is, the easier it should be for you to remove yourself from their traps. Quit trying to beat them at their own game. Distance yourself from them emotionally and approach your interactions like they’re a science project (or you’re their shrink, if you prefer the analogy). You don’t need to respond to the emotional chaos—only the facts.

They Stay Aware of Their Emotions

Maintaining an emotional distance requires awareness. You can’t stop someone from pushing your buttons if you don’t recognize when it’s happening. Sometimes you’ll find yourself in situations where you’ll need to regroup and choose the best way forward. This is fine and you shouldn’t be afraid to buy yourself some time to do so.

Think of it this way—if a mentally unstable person approaches you on the street and tells you he’s John F. Kennedy, you’re unlikely to set him straight. When you find yourself with a coworker who is engaged in similarly derailed thinking, sometimes it’s best to just smile and nod. If you’re going to have to straighten them out, it’s better to give yourself some time to plan the best way to go about it.

They Establish Boundaries

This is the area where most people tend to sell themselves short. They feel like because they work or live with someone, they have no way to control the chaos. This couldn’t be further from the truth. Once you’ve found your way to Rise Above a person, you’ll begin to find their behavior more predictable and easier to understand. This will equip you to think rationally about when and where you have to put up with them and when you don’t. For example, even if you work with someone closely on a project team, that doesn’t mean that you need to have the same level of one-on-one interaction with them that you have with other team members.

You can establish a boundary, but you’ll have to do so consciously and proactively. If you let things happen naturally, you are bound to find yourself constantly embroiled in difficult conversations. If you set boundaries and decide when and where you’ll engage a difficult person, you can control much of the chaos. The only trick is to stick to your guns and keep boundaries in place when the person tries to encroach upon them, which they will.

They Won’t Let Anyone Limit Their Joy

When your sense of pleasure and satisfaction are derived from the opinions of other people, you are no longer the master of your own happiness. When emotionally intelligent people feel good about something that they’ve done, they won’t let anyone’s opinions or snide remarks take that away from them.

While it’s impossible to turn off your reactions to what others think of you, you don’t have to compare yourself to others, and you can always take people’s opinions with a grain of salt. That way, no matter what toxic people are thinking or doing, your self-worth comes from within. Regardless of what people think of you at any particular moment, one thing is certain—you’re never as good or bad as they say you are.

They Don’t Focus on Problems—Only Solutions

Where you focus your attention determines your emotional state. When you fixate on the problems you’re facing, you create and prolong negative emotions and stress. When you focus on actions to better yourself and your circumstances, you create a sense of personal efficacy that produces positive emotions and reduces stress.

When it comes to toxic people, fixating on how crazy and difficult they are gives them power over you. Quit thinking about how troubling your difficult person is, and focus instead on how you’re going to go about handling them. This makes you more effective by putting you in control, and it will reduce the amount of stress you experience when interacting with them.

They Don’t Forget

Emotionally intelligent people are quick to forgive, but that doesn’t mean that they forget. Forgiveness requires letting go of what’s happened so that you can move on. It doesn’t mean you’ll give a wrongdoer another chance. Successful people are unwilling to be bogged down unnecessarily by others’ mistakes, so they let them go quickly and are assertive in protecting themselves from future harm.

They Squash Negative Self-Talk

Sometimes you absorb the negativity of other people. There’s nothing wrong with feeling bad about how someone is treating you, but your self-talk (the thoughts you have about your feelings) can either intensify the negativity or help you move past it. Negative self-talk is unrealistic, unnecessary, and self-defeating. It sends you into a downward emotional spiral that is difficult to pull out of. You should avoid negative self-talk at all costs.

They Limit Their Caffeine Intake

Drinking caffeine triggers the release of adrenaline. Adrenaline is the source of the “fight-or-flight” response, a survival mechanism that forces you to stand up and fight or run for the hills when faced with a threat. The fight-or-flight mechanism sidesteps rational thinking in favor of a faster response. This is great when a bear is chasing you, but not so great when you’re surprised in the hallway by an angry coworker.

They Get Some Sleep

I’ve beaten this one to death over the years and can’t say enough about the importance of sleep to increasing your emotional intelligence and managing your stress levels. When you sleep, your brain literally recharges, shuffling through the day’s memories and storing or discarding them (which causes dreams), so that you wake up alert and clear-headed. Your self-control, attention, and memory are all reduced when you don’t get enough—or the right kind—of sleep. Sleep deprivation raises stress hormone levels on its own, even without a stressor present.

A good night’s sleep makes you more positive, creative, and proactive in your approach to toxic people, giving you the perspective you need to deal effectively with them.

They Use Their Support System

It’s tempting, yet entirely ineffective, to attempt tackling everything by yourself. To deal with toxic people, you need to recognize the weaknesses in your approach to them. This means tapping into your support system to gain perspective on a challenging person. Everyone has someone at work and/or outside work who is on their team, rooting for them, and ready to help them get the best from a difficult situation. Identify these individuals in your life and make an effort to seek their insight and assistance when you need it. Something as simple as explaining the situation can lead to a new perspective. Most of the time, other people can see a solution that you can’t because they are not as emotionally invested in the situation.

Bringing It All Together

Before you get this system to work brilliantly, you’re going to have to pass some tests. Most of the time, you will find yourself tested by touchy interactions with problem people. Thankfully, the plasticity of the brain allows it to mold and change as you practice new behaviors, even when you fail. Implementing these healthy, stress-relieving techniques for dealing with difficult people will train your brain to handle stress more effectively and decrease the likelihood of ill effects.

I always love to hear new strategies for dealing with toxic people, so please feel free to share yours in the comments section below!

ABOUT THE AUTHOR:

Travis Bradberry, Ph.D.

Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book,Emotional Intelligence 2.0, and the cofounder of TalentSmart, the world’s leading provider of emotional intelligence tests, emotional intelligence training, andemotional intelligence certification, serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written for, or been covered by, Newsweek, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.

How Successful People Handle Toxic People

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Live to Write - Write to Live

Professional writers talk about the craft and business of writing

Love thy bike

A love of photography, cycling and exploring places on two wheels.

ROAM ABOUT MIKE

Traveler, Writer, Photographer, Purveyor of Awesome

Shootin' the Breeze

and random targets

Strong-Fit-Beautiful

Health and fitness made simple

Roger Tharpe

a voice crying out into the wilderness

Evelina Galli

USE THINGS. LOVE PEOPLE. DON'T SWITCH.

The Limber Lawyer

Because flexibility is power.

Biking Bliss

Thoughts on biking the greater Vancouver area

thefitlifewithamber

Living the "fit life" is always a daily challenge, and this is my story.

Toni Spearman/Author

Creating Words that Heal the Soul

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