Crack The Behavior Code

Create Peak Performance In 20 Minutes

Christine is known for creating strategies that are responsible for hundreds of billions of dollars in new revenue and company value. Imagine if she was able to sit down with you and SHARE all of her knowledge and insigh
Latest Episode4/13/2021

Special Episode: Inside Leadership with Guest Caroline Cory

Season 3, Ep. 21
Caroline Cory and Christine Comaford discuss the intersection of consciousness and energy medicine with leadership. "We have a big thing in common, we both want to help people remember how unlimited they are." Caroline Cory is an award-winning filmmaker and the visionary author of best-selling books on Consciousness and Energy Medicine, topping the charts of Consciousness Science and mystical literature. As a child and throughout her life, Cory has had numerous E.S.P (extra-sensory) and pre-cognition experiences, which led her to become deeply connected to existential topics, the study of Consciousness and the mechanics of the universe. After teaching Energy Medicine and consciousness work for over a decade, Cory founded Omnium Media, an entertainment and media platform that tackles various thought-provoking topics on the humancondition and the nature of reality.Inaddition towritingandproducing,Cory continues to lecture and coachinternationallyonvariousmindovermatter subjects and appearsregularly as a guest expert on supernatural phenomena at major conferences and television shows including The UnXplained with William Shatner and History Channel's popular series the Ancient Aliens. INKSFilm “Superhuman: The Invisible Made Visible”www.SuperhumanFilm.comConsciousness / Energy Medicine work: www.CarolineCory.comBooks / Products

Special Episode: Inside Leadership with Guest Caroline Cory

Season 3, Ep. 21
Caroline Cory and Christine Comaford discuss the intersection of consciousness and energy medicine with leadership. "We have a big thing in common, we both want to help people remember how unlimited they are." Caroline Cory is an award-winning filmmaker and the visionary author of best-selling books on Consciousness and Energy Medicine, topping the charts of Consciousness Science and mystical literature. As a child and throughout her life, Cory has had numerous E.S.P (extra-sensory) and pre-cognition experiences, which led her to become deeply connected to existential topics, the study of Consciousness and the mechanics of the universe. After teaching Energy Medicine and consciousness work for over a decade, Cory founded Omnium Media, an entertainment and media platform that tackles various thought-provoking topics on the humancondition and the nature of reality.Inaddition towritingandproducing,Cory continues to lecture and coachinternationallyonvariousmindovermatter subjects and appearsregularly as a guest expert on supernatural phenomena at major conferences and television shows including The UnXplained with William Shatner and History Channel's popular series the Ancient Aliens. INKSFilm “Superhuman: The Invisible Made Visible”www.SuperhumanFilm.comConsciousness / Energy Medicine work: www.CarolineCory.comBooks / Products

Why Resisting Change Isn’t A Bad Thing: The Social Change Adoption Path

Season 3, Ep. 20
Company Z, a financial services firm with nearly $100 million in annual revenue, was changing their business model. It was a big change—they were dumping one entire business unit and launching a new one. The team was none too happy about it. Some were fearful because they were employed in the now defunct business unit, and they’d have to learn new skills.The change was essential though, as due to market conditions the former unit would never become profitable.As you’ve heard in my past podcasts on change, not everyone in your organization is going to totally psyched and eager to celebrate change. And the biggest challenge with change is--drum roll please--resistance. But what most leaders miss is that resistance is simply the first stop on the quest for the holy grail: a new standard.From my work with hundreds of successful entrepreneurs, top executives, and political leaders, I’ve learned that organizational change is a continuum. It’s predictable, it can be guided, and here is how it works.First people start with resistance. Why? Because thanks to Rodger Bailey’s terrific research on Meta Programs, we know that 65% of Americans can only tolerate change if it is couched in a specific context. The context is “Sameness with Exception.” This means the “change” is really just an improvement to what we are already doing: the bad stuff is being removed, and good stuff is being increased. Seriously--this is the best way to package a change message. And don’t use the “c” (change) word—say “growth” instead.Back to CEO Jessica, who did a masterful job managing Company Z’s organizational change. Here’s how she did it.First, we trained the entire company on how change works and how to expect their brains and emotions to react. Jessica’s assistant used our Organizational Change Adoption Path graphic. She had it expanded, printed and posted in the conference room so everyone could openly acknowledge where they were in the process.Next, we laid out a plan to help the team navigate the five phases.Phase 1: Resistance: This phase can pass fairly quickly when the leader stresses the “same with exception” nature of the change. That’s exactly what she did.Phase 2: Mockery: I love this phase! It means people now have some emotional investment. They are past disinterest and resistance and we can engage them in telling us what they object to. We acknowledged their concerns and asked for their help in fixing what in the CEO’s growth plan was so “lame”.We asked for their agreement to follow the plan once their fixes were made. This led to…Phase 3: Usefulness: The “Mockers” worked through the revised plan with Jessica and us and some even--gasp--acknowledged what parts of it were useful. A few “Mockers” insisted on a few more edits, and the CEO agreed to about half of them with again the agreement of their support.This is the most important step, because when something is truly useful, the vast majority of people will use it again, leading to…Phase 4: Habitual: Now we’ve got the team members using something repeatedly, almost without thinking. Which leads us to…The final Phase. Phase 5: the New Standard:The behavior is becoming integrated into how they behave, and setting a new behavioral standard.This process can take months to years, based on how the leader manages the Organizational Change Adoption Path. With our client above, the change took 7 months to filter through all remote offices. Impressive.Jessica did a formidable job in managing, and capitalizing, on the social change that was happening throughout the business change. Brilliant leadership. Period.What organizational, and thus emotional, changes is your company going through? Try the above process and let me know how it works for you.Show Notes:Organizational Change Adoption PathHow to Connect More Deeply With Others

Yes you CAN buy happiness -- and it's cheaper than you think

Season 3, Ep. 19
But there’s no storefront, no website, no vendors or purchase orders required. And the wealth isn’t wired—but it is transferred.If you want happiness for an hour—take a nap.If you want happiness for a day—go fishing.If you want happiness for a month—get married.If you want happiness for a year—inherit a fortune.If you want happiness for a lifetime—help others.-- Chinese proverbHere’s how to get both rich and happy, guaranteed.Find a cause that feeds your soul.You’ll know it when you find it, because you’ll feel excited and uplifted at the thought of being involved. It’s okay if you find multiple causes, even rotate them. I’ve been involved with civil rights, abused kids, homelessness, women’s halfway houses, meal delivery programs and AIDS—each experience has stretched me in ways I could never have imagined. Learn about causes viaGoogleor go to to “one a week.”This means giving an hour a week to a cause or an hour’s worth of salary. (Or give whatever amount feels right—just give something!). You can batch up your time and/or money and give in chunks, too.After you make a commitment to yourself, schedule your service time to ensure it happens.Write it on your calendar, book it in your phone, or write it on your hand—whatever it takes to make this an unbreakable date for giving. If you don’t set the time aside, life will intrude and you’ll lose the opportunity.Remember, you have a lot to give.You have time, talent, and treasure. Figure out which one feels right to give. Are you an expert in public relations, and could donate an hour a week helping a nonprofit with PR? That’s donating time and talent. Would you rather write a check? That’s donating treasure. It’s all good.Get others involved.In my companies I like to match the donations given by staff members (up to a specific amount). This is fun, gets the company and the team involved in giving, and boosts morale.April is National Volunteer Month. If you don’t volunteer regularly yet, now is a great time to start.When you start to give your precious time, energy or even funds to a cool cause you resonate with, you’ll learn one of the greatest lessons in life: giving is actually receiving. They are the same. You give and you get at the same time.I am a hospice volunteer. For 14 years I’ve helped people with 6 months or less to die with peace, dignity, and as little physical discomfort as possible. Each of the 19 people I’ve had the honor of supporting through the death process has been a remarkable teacher to me. Imagine being brought into someone’s life at such a challenging time. Now imagine what their loved ones are going through.Timing Is… NothingMany people tell me they are seeking their purpose in life; they’re waiting for that divine epiphany where their mission becomes blindingly clear. Then they’ll volunteer, become a philanthropist, really commit to a cause. Until then they’re in the grand “waiting room” of life—and let me tell you, there’s ahugecrowd in there. And all are waiting. Are you?I don’t receive divine messages that are complete and clear. I receive divinesticky notes. You’ve received these too. Maybe you had an insight as you were walking in nature, meditating when your mind was still. Did you follow that message? Did you implement it in your life? I’ve found that when I do, it leads to more messages. Then months later I look back and marvel at what has come of that one tiny insight.It’s funny, everyone spends so much time talking about work-life balance, and so little time talking about the need for service, for giving back to humanity. I find those are the best ways for me to stay balanced. We’re all busy, sure, but everyone can find one hour per week or a few hours per month to volunteer. Volunteering can bring you experiences that will shape your life in ways you couldn’t possibly imagine.I hope you’ll try volunteering—whenever you’re ready--because I know it will make you rich inside, and it will make you happy, and it will put a spring in your step.Yes, happiness can be bought. It comes from being of service to others, and often when it’s hard or uncomfortable. But the discomfort is temporary. And the happiness and inner wealth just grows and grows.

Why We Self-Sabotage – Are You Doing it, Too?

Season 3, Ep. 18
George wants to double his company’s revenue this year.He’s been stating this goal for the past 3 years and still hasn’t achieved it. Why?Because it’s not ecologically safe for him to have this outcome.There is a subconscious tug o’war we all experience between our desires and our ecology. Our ecology formed our belief system, our frame of reference, our identity, our capabilities—and it also prevents us from getting what we want.Until we know how to change it.Change the Present…Let’s find out why George isn’t getting the doubled revenue he wants. Here’s what we learned when we worked through a basic Outcome Frame with him:Question: What would you like? He answered: To double revenue this year.Question: What will having that do for you? Answer: I’ll feel secure, be happy, have peace of mind, have less stress and a cash cushion, feel confident that we got to the next level and the business is scalable, work less, know my team can step up. (Note: What he really wants is to feel safe—to let go of control and know it’ll be ok)Question: How will you know when you have it (specifically)? Answer: Doubled revenue from last year.Question: So there you are in the future and you have what you want. What risk might you take to ensure this change is going to happen? His answer: I might have to let go of some control--delegate more, promote some high performers and let a few low performers go, let my VP Sales run with our plan, stop micro-managing our VP Operations. (Here comes the good stuff!)Question: What will likely happen if you don’t solve this the way you want? What will be the impact on your business and life? His answer: We’ll be stuck in the same rut we’ve been in for 3 years, we won’t be able to grow the business and sell it for the $70mil+ that we want to, my family members and I won’t get to cash out and we’ll one day have to wind the business down—without securing our and our children’s financial future.Question: What might someone have to believe about the world or company or situation to get this? Answer: That this is possible, that they have the team to achieve this outcome, that more clients want what we have, that we can find these clients.Question: What might you have to believe about yourself? His answer: That I can let go and things won’t fall apart, that my team wants to rise up.Question: What can you appreciate about the current situation prior to change?(What’s great about holding onto control?) He answered: I know what the outcome will be—even if it isn’t what I want, I trust myself and don’t have to rely on others.From this process, George realized that his key issue was fear of letting go of control, yet he would have to do this (to a degree) in order to let his team help him double revenue. But knowing this intellectually isn’t enough—in the thick of battle, George will still default to controlling behavior, because it is rooted in his subconscious mind. So we need to change this.… Change the Past…After we completed the Outcome Frame, it was time to excavate. Where did George’s controlling behavior begin? Why was relying on others so threatening? We had to find out by asking the following questions:Can you recall a time when you didn’t feel you had to control things?Was there a major life trauma when your level of controlling increased?Is there a trigger event you experience regularly when your controlling kicks into high gear?The life trauma was the answer. When his parents divorced, George was 7 years old. He then became the man of the house, and his father all but disappeared. Little George decided then that he would never be at the mercy of others, and such a life-altering experience, again. He’d shape his world and keep it in check.Except that strategy no longer works for him.So he asked me to help him change it. We did a process we call Movie Theatre, where we guided George through observing this childhood trauma from a distance and then de-fusing the beliefs he formed then. We helped him edit his identity and belief system, which is one of the deepest levels of change we mentioned in an earlier podcast this season. It was key to set structures in place to help him change his capabilities and behavior as a leader of his company.We continued coaching George and began working with his executive team to shift too. The executive team had supported the command-and-control culture that George had created—they were now part of the System that everyone wanted to change.… Change the FutureFast forward 9 months: George is nearing his fiscal year end. Revenue will double this year, wrapping up at a healthy $22mil. What’s next? Now we’re going to double the bottom line and increase the asset base in our continuing plan to strengthen George’s company for acquisition. I’d like to see him get $95mil+ for his company instead of his $70mil goal.Isn’t it fascinating that our company and its performance is directly tied to who we are and what behaviors limit us? We self-sabotage and don't even know it! The key is to root out the true reason we aren't getting what we want and clear it. My preference is to use neuroscience techniques to do this.What do you want that you aren't getting? Let's root out the reason together.Show Notes:STI Outcome Frame InfographicPower Your Tribe Graphic – The Structure of Human Behavior

The 4 Crucial Mistakes Companies Make During Downturns

Season 3, Ep. 17
Now that we’re starting to see signs of economic recovery, it’s key to assess where we’ve been, the mistakes we’ve made, and how to course-correct for the next burst of growth.Here’s the reality: companies make mistakes all the time. In an economic downturn, however, avoiding the big slip ups becomes all the more crucial. When the heat is on, some CEOs will react impulsively, and while this may earn them some points for courage and speed, in a rough economy one needs to take the long view and pace themselves.To get funded, stay funded, and even out stretch your day-to-day cash flow, you’ll need to avoid some key mistakes. And if you’ve made them already, it’s time for a strong course-correction. Please know that I’ve made every single one of the following… which is why I am so passionate about helping to prevent these energy- and time-suckers.Here are my top four mistakes to avoid during a downturn.#1 Hasty Hiring. The result: Bad hires who are costly and time consuming.It’s better to try out new staff members as independent contractors first. Then, after you’re confident that they work well with your team and share your values, bring them on as permanent hires.When you’re overwhelmed and overworked, it’s easy to make hiring mistakes. That’s why relying on contractors is a great policy. Check out sites like TaskRabbit, Marketing Sherpa, Upwork, or NoonDalton for administrative, virtual marketing, bookkeeping and other help. Rates can be surprisingly low. And don’t make the mistake of staffing up fully, only to discover that your business operates in waves. Have a lean team, and hire extra hands for the heavier times. Try out your team members before making them permanent.The Second Mistake to avoid: Pausing Your Profit. The result: Financial pressure due to propping up ailing products, divisions, accounts.Sometimes you can sell your way out of a recession, yet at all times you need to streamline expenses and adjust your financial strategy. One of our clients recently outsourced an entire division of their company. It hadn’t been profitable, and the other divisions were supporting it financially. Yes, the decision was painful and resulted in a lay off. Yet it had to happen for the health of the company. The outsourced division now generates a healthy profit.Another client pays increased commission for selling higher margin products. We laid out a super compelling plan and the sales force is now focused on the products that are best for the company’s bottom line, and coincidentally, best for the customer.Now is the time to course-correct if you’ve under charged clients too. This often happens when we’re desperate to close a sale without keeping an eye on generating enough profit. We’re helping two of our clients to rightsize some of their clients. With a stronger, more resonant value proposition, this is doable. Craft the message, collaborate with the client on key success metrics, report on the metrics monthly, and get the account to the level that is fair and profitable for you. Resenting a client because you under charged them is something you never want to do. Ever.Mistake #3: Skipping the Six-Month Plan. The result: “Strategy of the Second” – and very little accomplished.It’s better to map out the next six months, and if a new project comes up, swap it out with one of equal complexity that is already on your plan.Entrepreneurial CEOs can be excessive idea generators. With a six-month plan, you will have mapped out the projects for the immediate, foreseeable future and can skillfully avoid manic distractions with poor results.Consider the perils of one company, with the painful “strategy of the second” plan.Each time its mercurial CEO returned from a conference, he’d have a new idea. Were they good ones? Often. But his already stretched staff had no spare energy. Since they had not learned to communicate clearly with one another, they would take on the new project, but all sorts of key tasks would (of course) get dropped or delayed, and no one was happy.Ultimately, you need a gatekeeper for the six-month plan if you want your company to run efficiently. This is someone who will ensure the new projects are either scheduled later or will replace existing project(s) of equal size. Someone who will constantly see the big picture, tackle the small details, and facilitate real results every step of the way is key.By the way, once the CEO in question put a six-month plan in place, his staff was happier, fewer tasks were dropped, and their revenue ramped up considerably.Mistake #4: Chasing All Sales Leads. The result: Wasting time on “prospects” who will not become clients.A CEO of a consulting company complained recently that she had chased a key account for four months. Four months! She finally lost hope that they would ever become a client. When asked if she had a disqualification process, she hesitated. Here’s the net-net: you only want to spend time with real prospects. Create a disqualification process so you can quickly remove contacts from your sales pipeline that will most likely never buy your product or service or have no intention to buy it in the near term. In tough economic times especially, you must focus your energies on productive revenue streams.We have all made mistakes in business. The point is to course-correct constantly. Spot a mistake and take action to correct it. What are you grappling with right now? What mistakes did I miss mentioning?Learn more by downloading our whitepaper on the Five Mistakes That Halt High Performance CEOs by clicking here.Show Notes:Links to hiring sites: Upwork, Task Rabbit, Marketing Sherpa, Whitepaper on the Five Mistakes That Halt High Performance CEOsclick here.Marketing OptimizationStreamlining Your Sales Funnel

75% of Workers are Affected by Bullying – Here’s What to do About it

Season 3, Ep. 16
Workplace bullying is frighteningly common and takes an enormous toll on our businesses. Research from Dr. Judy Blando (of the University of Phoenix) has proven that almost 75% of employees surveyed had been affected by workplace bullying, whether as a target or a witness.75%. That’s huge.So what exactly is workplace bullying?The Workplace Bullying Institute defines it thusly: “Workplace Bullyingis repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is: threatening, humiliating, or intimidating, or work-interference, i.e. sabotage, which preventsworkfrom getting done.”One of the main differences between schoolyard bullying and workplace bullying is that it tends to be less physically harmful and more psychological and verbal in nature. It’s subtler than schoolyard bullying but is quite distinctive from normal workplace stress.According to Wikipedia, “Bullying is characterized by:• Repetition (occurs regularly)• Duration (is enduring)• Escalation (increasing aggression)•Powerdisparity (the target lacks the power to successfully defend his or her self)• Attributed intent” According to the Workplace Bullying Institute (WBI), bullying is four times more common than either sexual harassment or racial discrimination on the job.Who The Bullies AreHere is what you have to understand, the targets of workplace bullying are not the weakest players—they are often the strongest.Let’s say that again. The common misconception is that, like schoolyard bullying, the targets of workplace bullying are loners, or “weird” or the people who “don’t fit.” In fact, the reverse is true.People become targets because something about them is threatening to the bully. Often, they are more skilled, more technically proficient, have a higher EQ or people just like them better. They are often workplace veterans who mentor new hires.A quote from the Workplace Bullying Institute: “WBI research findingsand conversations with thousands of targets have confirmed that targets appear to be the veteran and most skilled person in the workgroup.”Now the bully tends to be someone who is skilled at manipulating and controlling, but while they see everything as a competition, they do not feel skilled/competent enough to compete on their own merits. Hence, they bully as a futile attempt to feel more powerful.The bully often works hard to create the perception that they are strong by putting down and blaming others. Often the boss of the bully knows the bully is “disliked” but thinks that the organization cannot do without them and makes “allowances.” The bullying is framed as “personality conflict.”What Bullying Is Costing Your CompanyWhen you, as the leader of an organization, allow bullying to occur, you create at least five problems:Problem 1. The target of the bullying will experience a loss of confidence and an increase in stress that often shows up in health problems. Their performance will decline. They may need more time off to recover. So you have lower performance by at least one person, the target.Problem 2. By allowing the bullying to continue, you are accepting a toxic culture, prevalent Critter State, and reduced performance and morale. The people witnessing the bullying will have to choose to side with the bully, leave, risk retribution by speaking out, or remain passive and try to stay under the bully’s radar. To be non-threatening to the bully, they may lower their performance in some way.The 3rd problem created by tolerating bullying: Eventually the target will have no recourse but to leave. Research has shown that the vast majority of targets eventually leave. You now have lost a good employee and have all the costs of a new hire.Problem 4. You have the almost certain guarantee that the cycle will repeat itself. I find that organizations which condone bullying, which have prevalent Critter State, also have high employee turnover rates, far less revenue per employee, increased absences, and the list goes on and on.Finally, the 5th problem. You are opening yourself up to potential litigation. While bullying is not, strictly speaking, illegal, it may be connected to a form of harassment or discrimination which can be subject to litigation. At the least, attention will be taken up in tracking and “proving” a case.All this from denying bullying—oh, and let’s add the personal guilt of not protecting one’s tribe.How To Stop Bullying—And Start Boosting Smart StateWorkplace bullies can be hard to detect because they work within the rules of the organization. That means that the solutions lie within the organizational structure.I have been asked to coach several workplace bullies because someone, usually their boss, wanted them to change. The problem with this sort of coaching is that the person themselves doesn’t want to change. The coaching is seen as a punishment rather than as a reward and a path to greater leadership.The reality is that the leadership team is responsible. Bullying cannot happen without approval (example: “oh that’s just how so-and-so is!”). It’s up to you to create an environment that is safe and healthy for the entire team—the Smart State. The biggest problem with bullies is usually that someone higher up likes them – I’m sure you’ve heard it: “oh, so-and-so is great at a party!” -or some other nonsense.The first step is to confront the bully. Use myformal feedback steps to outline the specific behaviors that must change. Agree on objective performance measurements. Make sure that the bully transfers their feeling of threat from their target to the organization. Give them specific ways to manipulate and control their own outcomes—turn their skills into assets if possible. If not possible, they have to go. If you are serious about creating the culture of your dreams, you have to be willing to hire and fire based on your values.I have found that what works best, culturally, is to focus on creating structures that reward “Smart State” behaviors and discourage/punish bullying behaviors. This starts with ensuring the confidentiality of anyone reporting bullying behavior and ensuring that there are no reprisals.Organizational structures which put the focus on problem solving and which create clear and fair performance markers work to reduce bullying. Some examples include: • reward ideas and innovations• reward people for bringing safety or other problems to leaders’ attention• use structures, like Kanban boards, which isolate bottlenecks as work flow issues only, and therefore reduce finger-pointing and blame• implement an intranet system where team members can give each other high fives and recognize contribution• make sure any performance measuring systems you are using are fair and objective, and reward what you are actually interested in achieving (for example, one client was rewarding employees for quantity but not measuring quality, and our assessment found that their “high performers” were actually the ones creating problems).Remember, stopping bullying begins with you. To what are you really committed?Show Notes:Workplace violence PDF from Dr. Judy Blando: ResearchWorkplace Bullying Institute: https://workplacebullying.orgSTI Feedback Frame infographic

How to Lead and Empower Your Team Through a Crisis

Season 3, Ep. 15
How to Lead and Empower Your Team Through a CrisisOur ability to navigate change is directly correlated to the meaning that we make about what happens to us.The power that we have is in choice. What meaning would you like to make?According to Harvard Business Review’s Management Tip Of The Day: A leader sets the emotional tone and the example both in good times and, perhaps more importantly, in bad.I agree.As a leader, how do you help your team deal with and move through a time of crisis? Before we go any further, let’s reframe the word crisis to change. That one step will help de-escalate the negative power of the word “crisis”.Here are fivetips to help people navigate change scenarios:1. Be Present. Let people express their emotions – make it safe for them to say what’s really going on for them. Their voice matters.2. Be Connected. State that you’re here for them, you’re in this together, you’ll move through it together, everyone belongs together.3. Explain Meaning Making. Once everyone understands the stories they make about their experiences, they can choose new ones.4. Choose A Positive Future. Talk about how everyone would like to feel once the grieving is over, the pain is lessened.5. Forge A Path Together. Then we’ll know how to get where we want to go.Our ability to navigate change is directly correlated to the meaning that we make about what happens to us. And the way that we make meaning is based on the stories that we tell ourselves about what happens to us. Now the meaning that we make will determine whether our experience is positive or negative, empowering or devastating.Example: Lots of things are changing, lots of short notice client requests and deadlines.Meaning making option #1: OMG! This is so stressful! I am emotionally exhausted by this, it’s all too much!Result of this meaning: missed deadlines, incomplete work, stress for self and those that have to deal with the missed deadlines or incomplete or low quality work, no fun for anyone and certainly no ease-grace-joy.Alternatively, Meaning making option #2: Yippee! Change means movement and growth and a chance to really shine and pace myself. I will show up fully to serve our awesome tribe. How great that I get to tap my awesome brain to become even more clear, find even more solutions as I focus on the outcomes I want to create.Result of this meaning: empowerment, choice of how to respond vs compulsively react, ease-grace-joy, support of self and others, shine my light, honor our company values, choose my reality.Whatever is happening outside or inside of us is still going to happen. The power that we have is in choice. What meaning would you like to make?Making “Good” MeaningWhat helps us to make positive and empowering meaning?In addition to our internal choice, external tools can come in handy. Check out the Four Factors of Sustainable SmartTribes.Let’s dive into each of the factors.BehaviorOur behavior depends primarily on beliefs and our sense of safety, belonging, and mattering plays a big part too. Behavior is also affected by whether we’re in our Critter State or our Smart State and governed by our beliefs, identity, resources and all of the other goodies on our Map of the world. It’s important to note the nature of behavior. More and more, we’re realizing that behavior is quite predictable. We need to constantly distinguish what is driving our behavior out of alignment and how to shift back into alignment.Leadership EffectivenessDesire is the first step towards leadership effectiveness. That fantastic intangible drive and passion for excellence, for being all that you can be is what makes a remarkable leader.There are fivefactors, that I call SmartTribe Accelerators, which will help you assess your leadership effectiveness when you interact with others. These help you channel your drive and passion toward results:1. Focus: The single most important practice in ensuring you are leading effectively is focus.2. Clarity: Being truly clear means we need to take the time to discover what we need, to articulate it clearly, and to be sure the other party understood our communication.3. Accountability: Accountability starts at the top, and this is where many companies struggle.4. Influence: Real influence is about empowering others.5. Sustainable Results: Sustainability is about creating win-win agreements with ourselves and others.Organizational EffectivenessFirst of all, if an organization is to be truly effective, it must at heart be a learning organization, a term that was coined by Peter Senge. A learning organization is a company that facilitates the ongoing education and development of its members and continuously transforms itself.A learning organization has five main features:1. Systems thinking: An understanding that all parts affect the whole and changes in any one part will likewise affect the whole. The best way to solve problems is to understand each problem in relation to the overall ecosystem and whole of the company.2. Personal mastery: The commitment by the individuals at the company to the process of ongoing learning and development.3. Mental models: Willingness to challenge internal theories, norms, behaviors, and values.4. Shared vision: A shared vision motivates the team to learn, as it creates a common identity that creates focus and energy for learning. The most successful visions build on the individual visions of the team members overall.5. Team learning: Teams that share their learning processes openly see the problem-solving capacity of the organization improve greatly. Open, communicative cultures will help ongoing dialogue and discussion grow faster.A SmartTribe can exist only in a flexible culture where learning and communication are consistent.Mission, VisionandValuesToo often we walk into a company and find wordy mission statements moldering on the wall.When themission, vision and values are stale, or notaligned, or not communicated in an enticing way, it not only does not activate the reward network, it activates the pain network. People feel a lack of belonging, they feel low social status in comparison with others who work for organizations that are alive and aligned, they may feel betrayed if there is a conflict between what they signed up for and what is happening or between a stated value and reality.Flat or misalignedmission, vision and valuesdon’t just fail to inspire. They hurt. This becomes extremely apparent when there is a crisis. If the individuals aren’t compelled and vested in the mission of the company, when a crisis occurs, they won’t feel compelled to push through.It’s essential that our team lives our company’s mission, vision, and values, which means leadership must model them and reinforce them constantly. If the behaviors of an organization’s leaders are not aligned with its values, you’ll often first see anger and resentment, and then apathy in team members.We find some people may not be able to become profoundly aligned with other people, but they can and will become profoundly aligned with a potent mission, vision, and values.Crises aren’t always inevitable. Leaders must empower our teams to push through each crisis and this empowerment is based on trust. If the team trusts you as their leader, have been provided the tools, and they trust themselves to push through, the crisis that may not have been avoidable won’t be crippling.How are you empowering your team to move through times of crisis?Show Notes:1.Harvard Business Review: Help Your Team Through Times of Crisis: Your Tribe graphic – How Humans Experience the World and Make Meaning3.SmartTribes graphic: Four Factors of Sustainable SmartTribes4.SmartTribes graphic: The Five SmartTribe Accelerators5.Peter Senge, Learning Organization Wikipedia: our SmartTribes Leadership Assessment