That was me in ballet class, in the early 1990’s. It is a poignant photo for me; I recognize my ardent younger self soaring through the air in top form.  I am in my ‘full on’ mode.

The dictionary defines ‘full on’ as:

• Running at or providing maximum power or capacity
• To make a direct or significant impact

As a dancer ‘full on’ was my default setting – always giving 100%, powering through exhaustion, illness or any other imaginable setback. It didn’t matter if you had the flu (I once performed 3 consecutive shows in one night with a high fever), your boyfriend left you, or you were about to get kicked out of your flat with nowhere to go -
‘The Show Must Always Go On’ – no excuses.

So how did I cope?  To sustain my ‘full-on’ attitude, determination and persistence became my allies. I learned to adapt to the unexpected – from unheated theaters to frantically shopping in a foreign country to replace all of our props and décor when our truck got stuck at the border. Whatever the challenge, what kept me running at maximum power was passion and commitment to the performance itself and the impact it had on the audience.

This capacity to function in ‘full-on’ mode continued to serve me well after I transitioned out of the dance world. As a communication trainer I was able to put in 10 hour training days, with minimal time to eat, followed by several hours of travel to get home. I founded one of the first wedding planning companies in The Netherlands and worked long hours – dashing from event locations to client meetings to vendor appointments, rarely pausing to take a breath, believing that for a solo female entrepreneur the workday had no boundaries.

And by the way, at age 42 I had just given birth to a baby girl.

Inevitably I had to face the truth.  Lying on the bed in my hotel room during a short training break one day, I realized that I was completely depleted. I had been able to hide it from myself and others by functioning on my ‘spare battery’. Because my main source of energy and well-being had long since vanished.
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My ‘full on’ mindset was no longer serving me. It had made me strong and successful, but it also forced me to disconnect from my own needs and the needs of my family for the sake of getting a show up and running – whether it was a dance performance, a training program or a wedding celebration. 

The lessons I took from the ‘full on’ Lisa have shaped my ideas about how to support women’s leadership development. I am a staunch advocate of self-care practice as a pillar of effective leadership. It’s about giving ourselves permission to set boundaries about tasks and responsibilities, devote time to nurturing our physical and mental well-being, and a capacity to periodically check-in with ourselves to sense what needs attention so that we can function consistently with a high level of responsibility.

For many women, embracing self-care as a way of life can be a difficult journey. It may mean letting go of certain identities or beliefs, or facing up to a ‘survival strategy’ that has long ago stopped working. Coaching provides a way for women leaders to take charge of their own well-being, helping them to explore what leadership in alignment with taking care of themselves looks like.
The outcome?

• Increased energy and focus
• Clarity about self-care needs in the context of leadership
• Resilience in the face of setbacks
• Ease of boundary setting regarding workload and availability
• Role-modelling the value of self-care to enhance performance

As a call to action, I want to share one of my favorite quotes from self-care advocate Katie Reed:
'Give the world the best of you, not what’s left of you.’
 
 This article is part of a series highlighting one of the 8 areas of focus: 'Self-Care Practice' on the Female Leadership Wheel™ a unique coaching tool designed in partnership with TCOInternational to support women in their leadership development.  

Check out my previous article:  Delighted to be here! How Women can Emotionally Prepare for Successful Negotiations

If you are a woman preparing for a negotiation, whether for a higher salary, project resources or a better work-life balance schedule, chances are you are not looking forward to it. Many women view negotiations as tense adversarial conversations, fueled by competitiveness, fear and even dishonest tactics. While men tend to relish stepping into the negotiation arena for a vigorous competition with winners and losers, women are more apt to describe negotiations like going to the dentist*: a chore to avoid as long as possible and get it over with as quickly as possible.

The dentist analogy definitely resonated with me. While I could be tough and demanding in many situations, asking for and getting what I believed was fair and well-deserved from someone in a power position was always a nerve-wracking experience and seldom led to a satisfying result.

That is until recently. After making one key shift in my approach to negotiating I have emerged from these conversations happy and energized, and pleased with the outcome. What had changed? Instead of my usual serious, circumspect demeaner, I was showing up in a positive mood, projecting a warm and friendly presence, delighted to meet my negotiating partners and eager to start the discussion. 

Of course I had done a meticulous preparation, checking my facts, shaping my arguments and anticipating areas of pushback. But I sensed that my positive and empathetic mindset was the main driver of getting the outcome that I wanted. I discovered that my welcoming and relaxed attitude towards my negotiating partner put them at ease on the one hand and conveyed a sense that I was confident and not going to be easily rattled, on the other.
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Let’s face it, negotiations can become very emotional. Our basic social needs such as being respected and valued are undermined when what we think we deserve starts slipping beyond our reach. And when being successful in everything we do is embedded in our identity, the spectre of emerging from a negotiation as a ‘loser’ can be crushing.

A way to protect ourselves from the emotional volatility of negotiations is to deliberately cultivate a positive mindset. When we prime ourselves for negotiations (or any kind of high-stakes conversation) by calling up positive emotions, it increases our brainpower, enabling us to think clearly, process information and generate creative solutions.
There are a few ways to cultivate positive emotions to prepare you for a negotiation.

• Recall a happy memory: Think of a place, a person or an event that brought you joy.  You might also have a photo or an image to look at to remind you of this positive thought.
• Spend time on an activity you enjoy beforehand: That could be walking in nature, running, playing music, cooking, gardening, dancing, yoga etc.
• Create some quiet time for yourself: What works for me, is spending a few minutes in quiet meditation, focusing on my breathing and aligning my head, my heart and my gut with my positive intention for the conversation.

Positive emotions don’t just work for you, they impact others.  Your positive mood coveys a sense of openness towards your negotiating partner and optimism that you can work together to achieve a satisfying outcome.  You may not always get everything you ask for, but you will increase the likelihood of a satisfying outcome. At the very least you will score a win on relationship-building. Next time you anticipate a negotiation remember to make cultivating positive emotions part of your preparation.
 
* As noted in the HBR article ‘How Women Can Get What They Want in a Negotiation’ by Suzanne de Janasz and Beth Cabrera, Aug. 17, 2018

This article is part of a series highlighting one of the 8 areas of focus: 'Negotiating Skills' on the Female Leadership Wheel™ a unique coaching tool designed in partnership with TCOInternational to support women in their leadership development.  

Check out my previous article: Emerging Female Leaders: Aligning with your values is not just about idenitity.

As coaches, one of the basic things we learn is to recognize how a client’s question might be related to their identity. Maybe they are struggling to make a decision or they are unhappy in their work and don’t know why. An exploration of values helps the client to look beyond the practical considerations of an issue and discover what they really want. Because values form the bedrock of who we are and what is important to us.

Raising awareness of our core values goes beyond understanding our unique identity as a person. For women in leadership roles, leading in alignment with our values, creates ease and confidence in areas that can typically be challenging for us.
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​When you know your core values you can:

• Make decisions with confidence. Because when it is aligned with your values, you know the ‘why’ of it.
• Explain your position and opinions on issues. It can be helpful to express your values framed as beliefs. For example, ‘This is important to me because…..(I am a believer in innovation, I believe employee safety is our priority, I believe all voices should be heard.) Responding from the strength of our values helps us to avoid the trap of worrying about being liked.
• Evaluate professional opportunities that come your way. Something may look great on paper but if it violates one of your core values or doesn’t satisfy enough of your values, it can help you to make the decision that is best for you and defend it to others who may not understand it.
• Articulate the impact you want to have on your organization, field and society. Alignment with your values guides you in choosing your battles and determining the tradeoffs you are willing to make.
• Raise your profile to your stakeholders. It’s about enabling people to get to know you better.  Revealing your values in what you say and do offers a clear understanding of who you are and what you stand for.
• Understand sources of friction between yourself and others.  Whether it’s mild irritation or extreme clashes, accepting value differences is the gateway to better communication and collaboration. Asking yourself ‘What are the personal values that might be causing us to perceive this situation or problem differently?’ is the key to discovering better strategies for working together and motivating others.

Identifying your core values is more than a self-awareness exercise to be stored in a folder or a drawer. Keep them close to you every day as a resource and a support to lead from the most empowered version of yourself.
 
This article is part of a series highlighting one of the 8 areas of focus: ‘Aligning with my Values’, on the Female Leadership Wheel™ a unique coaching tool designed in partnership with TCOInternational to support women in their leadership development.  

Check out my previous article :  Emerging Female Leaders: Let’s talk about ‘Assertiveness’

​‘How can I be more assertive?’  So many women bring this question to coaching sessions, as they explore ways to grow their leadership skills. Indeed, cultivating assertiveness is an important topic. Because whether it concerns sharing expertise, opinions or ambitions, many women find themseslves holding back from expressing what is on their mind in meetings or when speaking with more senior colleagues. While there may be different reasons for this reluctance to speak out, the consequences are pretty much the same. When we routinely give ourselves a free pass to avoid spotlighting our ideas and our opinions, we are unwittingly reinforcing outdated ideas about women in the workplace – namely doubts about our leadership abilities. 

So there is a lot at stake here, and I have become deeply curious about what is stopping highly qualified hard working women from showing up in ways that their presence and contributions are fully seen and heard. What are the main barriers and how can we overcome them?
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Being Pushy vs. Adding Value
The word ‘assertiveness’ carries negative associations for many women, such as being pushy,  domineering, or imposing ideas on others. So while there is an awareness that ‘assertiveness’ is something we need more of, these limiting beliefs demotivate us from practicing a more pro-active and self-confident way of communicating.
 
To shift perspective, a simple and elegant way to reframe assertiveness is to think of it as ‘adding value’. In asserting your thoughts, ideas, opinions you are simply sharing what you are here to offer. The bottom line is that you got this job, have been promoted to this role or invited to this meeting for a reason: you are uniquely able to contribute something of value.

Reminding ourselves that ‘we all need each other’ can melt the barriers that pop up when interacting with more senior stakeholders. Practice shifting your awareness from interacting with a ‘role’ and focus on the human being in front of you. Notice what happens when you honor your exchanges as mutually beneficial, in the service of working together towards achieving your common goals.

Make it OK to be wrong
Another obstacle to expressing our ideas and opinions is the paralyzing terror of being wrong or making a mistake, and then ‘looking stupid’.  By asking ourselves some questions, we can start to deconstruct this limiting belief and weave together our own safety net to give ourselves permission to be wrong:

1. What am I expecting of myself?  Could  I be holding the bar higher for myself than for others?
2. When have I observed other leaders in my environment make mistakes or misjudge a situation? How do they react and communicate about it? What can I learn from them?
3. When I do make a mistake, what is my approach to owning it and contributing to solving it?
4. How do I reflect on what I have learned from mistakes? What kind of support do I need for that? 
5. What do others need to experience from me as a leader to continue to trust me, even when I have made a mistake?
6. What are the strengths, skills and experience that got me where I am today?

 
Getting comfortable with expressing our viewpoints in discussions, asking for what we need and sharing our vision and our ambitions, are core leadership skills for all genders. Focusing on the value you are adding and creating your own safety net to cope with making mistakes will help you to strengthen your ‘assertiveness muscle’.

Cultivating assertiveness can challenge some of the core messages we recieved growing up about how women should behave. It can be tremendously liberating to let go of ideas that no longer serve us, while recognizing that behavior change takes time evolve.  Remember to celebrate your successes!  And know that by adopting a healthy approach to assertiveness, you are a positive role model for other women on the path to leadership.
 
 This article is part of a series highlighting one of the 8 areas of focus: ‘Communication Skills’, on the Female Leadership Wheel™ a unique coaching tool to support women in their leadership development.  

Check out my previous article :  Emerging Female Leaders: Take Time to Map your Ambitions

In my last blogpost I called on women to make a habit of broadcasting thier ambitions.  Letting others know the future you are determined to create for yourself is the key to new opportunities. 
I am a strong believer in the saying, ‘Share your ambitions, and let your network do the rest.’

Start with Ambition-Setting
While the returns of ambition-sharing are rewarding, let’s not overlook that it is preceded by ambition-setting. This is an exploration unto itself. It requires courage – to dream, to think big, to align with your values and to have an unshakable belief that you have every right to pursue whatever is meaningful to you.
I recently posted a poll on LinkedIn asking emerging female leaders what put them most out of their comfort zone. Fifty percent of respondents replied that ‘mapping their career ambitions’ caused them the most discomfort. I began to wonder, what could be at the heart of a reluctance to create a plan for the future?  Does it seem egotistical? Are wants, needs, aspirations too vague? Is there a belief that women cannot control opportunities to advance? Or is it just not a priority?

Junk the egotism narrative!
Let’s start by myth-busting the word ‘ambition’.  For many women, this word conjurs up a masculine narrative of cut-throat opportunistic behaviors, ruthlessly exploiting others for personal gain.   While this stereotype may exist, we need to call out the paralyzing assumption that it’s the only way to get to the top. It is this kind of thinking that conflates ‘ambition’ with ‘egotism’. And every time a woman holds herself back from creating a vision of her future for fear of being perceived as’ too ambitious’, ALL women lose.  Because this is slowing down the trek towards gender parity among leadership in the workplace, miring talented women in the mud while their male counterparts navigate the uneven terrain in land rovers, tanked up with the energy of their ambitions.

Going with the flow or charting your course?
The analogy of driftwood vs. a wooden boat offers a more wholesome way to envision setting your career ambitions. On a body of water, driftwood moves in random directions at random speeds, without agency, subjugated to the external forces – currents, barriers (rocks and debris), weather etc. A wooden boat is steered; while it may change direction, navigate turbulent waters, stop at a harbor to resupply and to rest, its course is set by the captain – and that is you!

Why should I do it?
What is the value of a thoughtful exploration of your ambitions?  As a resource your ‘ambition roadmap’ provides stability and guidance by helping you to:

• Establish criteria to evaluate new opportunities that come your way.
• Distinguish worthy stretch assignments from non-promotable tasks (like organizing a party).
• Identify how to strategically expand your network.
• Keep you focused and on track when things get tough.
• Have productive conversations with your manager, mentor or other sponsors who can facilitate your career growth.
• Reveal skills and experience gaps and ‘map out’ when and how you will acquire them.

 
Where do I start?  
You can start creating an ambition road map for at any time. It is an invitation to stop and ask yourself, ‘Where do I see myself in 1-2 years? 3-5 years? 10 years?’
You may already have a specific role in a specific company that you have set your sights on, or a revenue or expansion goal that you intend to reach with your own enterprise.  But it is not necessary to instantly have these answers.
What is important is identifying the impact you want to have, the kind of responsibilities that energize you, and what kind of environment you want to be working in.
Choose any format that works for you: a narrative, a chart, spreadsheet, timeline, or a literal drawing of a map. This is not a predictor of your future but a personal resource to track your growth and progress in a chosen direction. While the direction may change, a roadmap drafted from ambition ensures that alignment with your values and needs remains solid.

To kick-start this reflection process, here are some good questions you can ask yourself:

• What are my dreams?
• What do I want to accomplish?
• What do I do well?
• What are my core values?
• What am I willing to fight for?
• What motivates me?
• What responsibilities am I eager to take on?
• What gives me energy?
• How will my contributions make a positive difference for others: at work, at home, for causes I care about?

You may have your own additional questions to reflect on, and you might also be supported by sharing your thoughts with a trusted friend, family member, colleague or coach. In any case it may take more than one sitting to get a sharp picture of your ambitions. Take your time and enjoy the process.
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Choose for yourself!
Bear in mind that this is about what you want, not what others want for you.  Many women struggle with choosing for themselves when it comes to deciding what is really important to them.  Remind yourself that you can add the greatest value to your organization, your field or your cause through the energy and commitment you bring to what you do. These powers are diminished when your choices are rooted in guilt, responsibility or loyalty to the wishes of others. Trust that your own values will be your best guide.
Creating your own ambition map is an empowering process. It enables you to ‘steer your boat’ in the direction you want to go, adding reinforcements to the fleet of other women who have done the same, navigating to the higher ranks of leadership.
You will sometimes need to jump in to the deep and take risks. There will be successes and failures along the way.  But know that as you make progress towards realizing your career ambitions, your power, skills and experience will grow.

This article is part of a series highlighting one of the 8 areas of focus: ‘Mapping My Ambitions’, on the Female Leadership Wheel™ a unique coaching tool to support women in their leadership development

Check out my previous article :  Why You Should Be Broadcasting Your Ambitions
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Imagine that you want to hire someone to paint your picket fence. Jennifer has put flyers in your mailbox about her picket fence painting service and she even rang your doorbell once to introduce herself and talk to you about picket fence painting. You also know that Linda does something with painting, but you are not sure what is her painting specialty and if she would even be interested in painting your picket fence. 
Who do you reach out to first?  Not a stretch to say most people would get in touch with Jennifer.  While her selling efforts are obvious, what her initiative represents for the person with power to decide provides some useful insights for women eager to advance their careers.
Because Jennifer:

• Saved time and effort for the decision-maker
• Was crystal clear about her ambitions
• Built trust in her commitment to do the job well
• Made herself memorable

Professional women are told time and again that they need to make their ambitions known, in order to be offered valuable career opportunities. Yet many women hold themselves back from broadcasting their vision of their desired future, deferring to limiting beliefs, such as, ‘No one will take me seriously.’ ‘I am not capable enough’, ‘I am too shy’ or ‘I cannot deal with company politics.’ Some women just don’t feel comfortable acknowledging what they want, even to themselves. This reluctance to name ambitions out loud often leaves women plodding on a slow track, wondering bitterly why their male colleagues are whizzing by to secure more coveted roles.  This is a great loss, to both women individually and to organizations who desperately need more women in senior roles to reap the myriad benefits of gender diverse leadership.

So what are the potential gains of vocalizing your ambitions, that you may not yet have considered?

1. Saved time - Never underestimate the value of time saved for a decisionmaker when they can zero in on a person for the task, instead of initiating a lengthy search process. Whether you are lobbying for a new project, a different role, learning a new skill, or taking on greater leadership responsibilities, you are actually doing someone a favor by proactively alerting them to your ambitions.  This vastly increases the chances that you will be the first person they will contact to explore the opportunity. While there is no guarantee of the outcome, you can always ask for feedback about where you still may need to build up experience or skills. In any case you will benefit from the visibility of being considered for the job. ​
2. Clarity - One of the best ways to understand another person is to know what is important to them. When you are transparent about your ambitions, it helps others to sense who you are and what they can expect from you.  People appreciate not having to ‘second guess’ your motives and agenda.  Get clear for yourself on how your ambitions will contribute to the greater good – whether within your department, your organizations or beyond. This clarity about what you stand for will help to build strong professional relationships.  
3. Trust - Ambition is energy combined with determination to make something happen. When others are aware that the challenge you have taken on is coupled to your ambitions, it sets you apart from the rest. In contrast to merely completing an assignment or changing job title, this commitment has meaning for you, and you are personally invested in the outcome.  It is understood that you won’t have all the answers at outset. But your ambition fuels trust that you will do whatever it takes to make your work a success.
   
4. Being memorable - People are drawn to those who radiate optimism and energy. When your ambitions are sincere, when you have the self-belief to declare them without hesitation, your presence and enthusiasm will resonate long after the conversation is over. That’s how you become memorable. Let go of attachment to instant action resulting from your talk with your manager, colleague, sponsor, or potential employer. Just be confident that they will remember their encounter with you. And when the time is right something positive will most likely emerge to bring you a step - or a leap - forward towards your desired future.  

A final word about ambition-sharing.  There are different levels of ambition – from the meticulously mapped out career path to the wish to lead a team meeting for the first time. You don’t need to have ALL of your ambitions worked out in order to get comfortable with sharing. You can practice on something small like asking your manager to enroll in a training course. Or seeking out a mentor to help you build a strategic network. By framing these requests as steps to realizing a broader ambition –  ‘ I want to become an expert’, ‘I want to raise my visibility for a future role’ – you are on your way to getting comfortable with owning the future you want to create for yourself.
 
This article is part of a series highlighting one of the 8 areas of focus: ‘Mapping My Ambitions’, on the Female Leadership Wheel™ a unique coaching tool to support women in their leadership development

Check out my previous article on Self-Care: 3 Easy Breaths and the ROI of Meditation


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For the past year or so, at the start of every executive coaching session, I invite my coachee to join me in closing our eyes and taking three easy breaths. The purpose of this 15 second prelude to our conversation is to disconnect from whatever we were just doing before we joined the session, and to center ourselves in the here and now. 

If any of you are tempted to roll your eyes here, let me explain the simple logic. You cannot breathe in the past and you cannot breathe in the future. So simply shifting your focus to counting your breaths in real time is an easy point of entry to the present moment.

What is astonishing is the difference these 15 seconds make. Often the coachee will spontaneously blurt out ‘Wow I needed that!’ ‘That was great.’ ‘That’s better’,    ‘I should do this all the time.’

Sometimes I ask, ‘What is the difference for you?’  The response, from both women and men, inevitably includes words such as ‘calmer’ ‘more relaxed’ ‘better balance’ and ‘ready to start.’



If it only takes 15 seconds to get this result, can you imagine the impact of carving out a little more time on a daily basis for sitting quietly and focusing on your breathing? Yet what is commonly referred to as ‘meditation’ is curiously elusive for many career professionals. So let’s review the benefits of this untapped resource which offers a tangible difference in our performance and  well-being.

For starters, meditation costs nothing, doesn’t require any equipment, can be done almost anywhere at any time of day and doesn’t involve any special training. All you need is a place to sit where you won’t be disturbed, i.e. a closed door and a phone on ‘silent’.

Connect with yourself before connecting with others
The primary benefit of daily meditation is the framework it provides for engaging in your day through deliberate, conscious choices.  This quiet ‘check-in’ with yourself at the start of your day, is an invitation to acknowledge what you are feeling and thinking about the day’s bundle of commitments and responsibilities. It also provides a reflective moment to connect the dots of what it all means for you in the bigger picture.  The long-term benefits of regularly taking time for this inner ‘self-scan’ is like an insurance policy for our most constant companion, the one reflected back to us when we look in the mirror. As the comedian George Carlin remarked, ‘The only person who is with us our entire lives, is ourselves.’

This time spent on inward focus (anywhere from 5 to 30 minutes) gives us an edge of having first connected with ourselves, before stepping over the threshold to our workday, where we connect with others.  This ‘edge’ translates to a stronger presence, clearer thinking, enhanced productivity and creative problem-solving – especially when the going gets tough. 

The alternative is functioning on automatic pilot. Going through the motions of what you believe you should be doing, because of what a dreaded future will look like if you don’t.  You might enjoy some of your activities and even look forward to them.  Regardless of whether you anticipate your day with anxiety or joy, meditation adds value by enabling you to prepare, reflect and choose an intention for how you will ‘show up’ on the day.

Another built-in feature of meditation is agency. Choosing to withdraw from the demands of our environment for a specific timeframe every day reinforces our sense of autonomy. It’s an act of resistance to what often feels like relentless pressure to perform or get things done. It’s a reminder that no matter how much we feel beholden to the responsibilities of our jobs, our families and our communities, we are still the bosses of ourselves.

Meditation Set-Up
You can meditate sitting on a chair, or on a cushion on the floor. It’s important that your back is supported, so you might try adding a cushion or two against the back of the chair or the wall.  If you are using a chair, make sure your feet are flat on the floor.  Eliminate all distractions in the room by closing the door and setting all phone or computer messages to silent. If you are new to meditation start with 5 minutes. With time you might want to lengthen the session in 5-minute increments. After some years of experimentation, I have settled on a 20-minute session, and I use a timer. Remember, the length of the meditation session is not what matters, it’s the repetition (ideally) as a daily practice that makes a difference. 

Meditation Basics: Counting your breaths
The red thread through the entire meditation session is counting your breaths (inhalation + exhalation) up to 10 and then starting over. When your mind starts to wander with other thoughts (which will inevitably happen) imagine those thoughts being encased in a bubble and floating away.

Even if all you do is count your breaths, the meditation session will calm you down. The science behind this is simple and elegant. When you inhale you activate your bodies accelerator, the sympathetic nervous system. This is correlated with alertness and action, and in the extreme our fight-or-flight responses. Exhalation activates the parasympathetic nervous system, putting on the brakes, slowing down the heart and relaxing muscles. Balancing inhalation and exhalation are the keys to making sure your body’s accelerator and brake system are working harmoniously together. When we are stressed, this balance gets out of whack: it’s like driving your car with one foot giving full gas while the other is slamming on the brakes.  Meditation relaxes the body by reducing stress hormones, cooling down you’re your metabolism. When things slow down, you are more aware of what is happening

A Structured Meditation Session
While there are many types of meditation that have evolved over centuries, I practice what I call a ‘Structured Meditation’.  I follow a 7-step process, guiding me to consider certain questions or use visualizations to boost my readiness for the day. While I am sharing a format that I have discovered for myself, I invite you to customize the process – adapting the questions, shuffling the order of steps, etc. in any way that works for you.

The key is to observe and accept whatever emerges, without judgment.

1.  Physical awareness: Start by steering your attention to physical sensation. You can silently ask yourself, ’What do I feel in my body? How is my energy? Can I feel my feet on the floor, my back touching the chair, wall etc. Can I feel my heart beating?  Is there any area of tension? Can I release that tension by breathing into it? Do any words or images come to mind as I focus on what I am sensing in my body right now?’  Just notice what comes into awareness.
2.  Emotional awareness: What emotion(s) am I feeling right now? What could be fueling them? Are the emotions  connected to the past or to the future? Is there a sensation in my body that is related to this emotion?  
3.  Breath: Am I breathing from my belly? Are the inhalations and exhalations of equal length or different? Can I count my breaths to 10? Notice if you are breathing from your mouth or your nose or both. Ideally you will keep counting your breaths to 10 and then start over throughout the entire meditation session.  If you lose count or find yourself counting beyond 10, then just gently bring your attention back and start counting from 1 again.
4. What is happening for me today?  What is my challenge today? What am I looking forward to? What do I need to be attentive about? What am I dreading or feeling anxious about?    With whom do I need to have a productive conversation? What am I feeling confident about?  
5. What kind of support do I need to be successful today?  Which people, thoughts, resources, etc. will help me to achieve my goals for the day?  What would enable me look back on the day with satisfaction?  Just silently observe the responses that emerge to these questions. This inquiry may release some specific thoughts such as ‘Trust in my expertise when I give my presentation to the board’ or ‘Ask clear questions to get the information I need from my manager’. You can also summon key words to choose an empowering theme for the day, such as Grounding, Creativity, Strength, Relationships, Self-expression, Intuition, Transcendence. * 
6. Blessing: If a religious faith is important to you, or you have a special blessing or prayer that has meaning for you, you can silently add it to your meditation practice.  
7. Blurring the boundaries: This is the most abstract part of my meditation practice, nonetheless I invite you to try it. Having reached a relaxed state in your body with steady and easy breathing for some time now, imagine that the boundaries between the contours of your body and the space around it are starting to blur. Notice what shifts. Where does your body seem to merge with space, and where do you still feel a physical sensation? For me, all that remains is usually the feeling of my hands resting on my lap.  The effect of this visualization is that the receding physical presence creates space for a sharpened awareness of what remains: our thoughts, our feelings, and our memories, bridging the gap between our conscious and unconscious mind.  

Why is this last step important? Because normally our conscious mind only has access to 10% of what is going on inside of us. The other 90% is in our unconscious, but nonetheless has a strong influence on how we perceive, behave and feel throughout the day.  When we sit quietly with ourselves through meditation, the gates to the unconscious start to open, heightening our awareness about our own drives, needs and inner resources as well as our stumbling blocks.
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When you are ready to end your meditation session, either from an internal or external timer, just gently open your eyes, take a moment to reconnect with your surroundings - and voila! You are ready for your day.

Conclusion
Meditation practice is one of the most cost-effective and high ROI forms of self-care. Nonetheless, it remains undervalued as a resource for high performing professionals. To those remaining sceptics who believe that they just don’t have enough time or discipline for meditation practice, I leave you with a quote from Deepak Chopra M.D., a world renown researcher on the intersection of science and spirituality:  

‘It isn’t successful habits that get (you) to the top. It’s being centered, aware and secure.’

While I have shared both meditation basics and a more detailed structure for a meditation session here, I invite you to start slowly  with an open and curious mind. Even if it's just stopping what ever you are doing, closing your eyes and takeing three easy breaths, just pause and notice the difference..............
 

*For those who are interested in exploring chakra’s (the Indian tradition describing energy points in your body) and chanting as a support resource, there are several websites which provide information on this practice, for example https://evolutionvt.com/chanting-the-chakra/

This article is the second in a series highlighting one of the 8 areas of focus: Self-care Practice, on the Female Leadership Wheel™ a unique coaching tool I developed to help women identify areas for leadership growth.  

Check out my previous article on Negotiation Skills.

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After a yearlong search and weeks of interviews at a rapidly growing consumer goods company, Emma was thrilled to learn that she was being offered a job. It was her dream role, leading a R & D team, in an organization whose culture and values reflected her own.  Yet when the salary offer came in, her dream collapsed with a thud. Emma had done her research up front and knew that the company was offering 15% below market standard for her skill set. Convinced this was a non-starter, she declined the offer. HR came back with a simple question, ‘Can you be flexible?’ Emma’s response was just as simple: a firm and resolute ‘No’. End of story.

The good news for Emma and all women, is that discussions about the gender pay gap have moved from the shadows to center-stage, creating a sense of urgency about addressing the issue. However, at the current pace of progress it’s going to take 40-60 years to close it. Emma’s refusal to accept anything less than an equal salary for a man with the same skill set is valid and understandable. In holding her ground for herself, she is holding the ground for all women, sending a clear message of resistance to unfair treatment and a call for change.

But hold on a moment. Could there also be hazards to salary being the primary deal breaker for a job? There is no question that it is important for women to be paid fairly. But money is not the only factor that determines professional success.  Instead of asking 'Is that all?' could we also ask 'What else is possible?'

Should you find yourself in Emma’s situation, you might want to consider turning around and coming back to the  table. Opening the door to negotiation can be a creative and collaborative undertaking while profiling you as a force to be contended with. Even if the job doesn’t materialize, you will have gained in other ways. Getting adept and comfortable with negotiating is an important leadership skill, vital for managing relationships and achieving goals, including financial goals, in the long term. So here are 3 reasons why it’s worthwhile to hang in there and negotiate:

1. Opportunity to practice negotiating skills
2. You may succeed in negotiating a deal which you feel great about
3. You will be remembered

 
Get comfortable with negotiating
The reason so many women find negotiating stressful is because of perceiving it as a zero-sum game where there are winners and losers. A more wholesome approach is to view negotiation as a problem-solving exercise among equals. Instead of ’I need to get what I deserve.’, shift your mindset to ‘How can we make this work for all of us?’  Then get ready to unleash your negotiating skills. The principles are the same whether you are negotiating a job offer or a promotion. Here are some things to keep in mind.

1. You have leverage: Both you and the company have gone through an extensive process to determine that you are the right person for the job. It is in their interest that you strike a deal, otherwise they will have to spend more time filling the position. Perhaps even start from scratch. Trust that they are as motivated as you are to find a solution to get a good outcome.
2. Do your research beforehand: Find out what is the market pay rate for a man  for your role and skill set 
3. Be an expert in your expertise: Get crystal clear on how your experience, skills and ambitions will add value to the company, and why that matters to you. Practice how you will say it ahead of time. Help them understand the benefit they will get from hiring you and not someone else. 
4. Respectfully call out their sub-standard offer: When a company's offer reflects a gender pay gap, it's important to respectfully ask if they are aware of that. Be able to cite your sources on this, whether information from other companies or research that is publicly available. How they respond to this question will be very revealing in terms of their negotiating attitude. Do they acknowledge that their offering is below market rates, but for whatever reason they are not able to increase it now?  Or do they push back in denial?  If so, don’t let it rattle you. One way or another it’s time to shift the discussion from ‘You are not offering me enough’ to ‘What else could make this work?’
5. Prepare for the negotiation ahead of time by reflecting on other rewards which would make a difference in supporting your ambitions while aligning with your values. Here are some ideas: 

• Resources – funds for projects, extra team members/direct reports, department collaborations, equipment, facilities, software/hardware, knowledge sharing 
• Timelines – starting date of job, projects, deadlines for completion
• Professional development – trainings, seminars, mentoring, coaching.
• Time for other professional pursuits/pet projects outside of job responsibilities. For example, writing a book or lecturing on your areas of expertise.
• Work-Life Balance – hybrid working, working days/hours, vacation days and periods
• Networking – Assignments that will bring you in contact with key players for your career development. Appointments to workgroups, committees that will support you in your career goals. Invitations to present your work in high value contacts.
• Title – your official title and function, and what kind of autonomy and authority it will give you in decision-making.
• And last but not least: Commitment to future salary discussions.  If the company can’t or won’t pay you what you think you deserve, but you have gained ground on other areas to make the job more appealing, it’s time to get commitment about when salary discussions will be broached again. This conveys awareness that although you may be flexible on salary demands now, they should expect that this topic will be revisited in the future. By then you will be in a stronger position. You will have established a track record and cultivated allies and sponsors to reinforce your value to the company.  

Maintain the ‘We are negotiating as equals.’ mindset
Introduce your topics one at a time and give yourself space to gauge the reaction of your negotiation partners. Are they getting energized, displaying a willingness to collaborate, thinking out loud to build on your suggestions? Or do they remain closed to any ideas and seem to just be running out the clock to end the meeting?  No matter what, hang in there. This may not be the company you want to work with after all, but at least you are getting great practice at negotiation.

Getting a sweet deal
Do you sense a customized rewards package coming together?  Keep going!

Because you have reflected ahead of time on what is important to you, where you can be flexible and what is the minimum bundle of rewards you will accept to get you over the line, you can take it easy and be superbly confident that whatever outcome you get will be the right one. The freedom from attachment to the outcome is a boost to your negotiating power.
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A word of caution: never reveal your previous salary. Many companies use this information to try to convince you that you are getting better deal by offering an increase of 5%. Don’t take the bait!

Be memorable
Not being shy about negotiating and demonstrating a grasp of the process conveys self-belief and confidence in your value. Whether or not the negotiation process results in a deal, trust that you will leave a vivid impression in your wake. Don’t underestimate that something positive may come from this encounter sometime in the future.


This article on ‘Negotiation skills’ is the first in a series highlighting one of the 8 areas of focus on the Female Leadership Wheel™  a unique coaching tool developed by Lisa Ross-Marcus to help women create their own plan for leadership development.  

​Having ‘authority’ is one of the many rewards of female leadership. Developing strategy, making decisions independently and expressing impactful opinions are all rooted in a sense that you know what you are doing, and you have the right to determine how things will be done.

However, having more authority means that you could become a target for anger, grievances, and frustrations of those who depend on you to lead them. Sentiments expressed through insults, bullying and threats are all forms of aggression. While aggression can range from unpleasant to outright toxic, cultivating a resilient leadership presence means not wallowing in thoughts about how badly you were treated. Instead, keep your eyes on the road that leads to the outcome you want, while protecting yourself from getting dragged into a gully by the bad behavior of others. An unflappable response to diverse forms of verbal and emotional aggression is a leadership skill that will help you to keep your balance when the terrain gets rocky.

Like many women, I was raised to avoid conflict. So, although it was rare, when confronted with anger or bullying, my usual cool would instantly vanish and I would wilt into a shaky, tongue-tied wimp, with no resources to push back on whatever insults or accusations were being hurled at me. In the aftermath I was often overcome with a feeling of shame about my total helplessness in standing up for myself.

Over time I discovered some strategies for pivoting away from this depowering response. There are some very effective techniques for de-escalating combative interactions such as ‘Crucial Conversations’ by Patterson, Grenny et al. and ‘Non-Violent Communication’ developed by Marshal Rosenberg. Psychologist Liane Davey advocates for productive conflict in her book, ‘The Good Fight’.  I would recommend checking out these frameworks for moving from anger and frustration  to  constructive dialogue.

But to address the question ‘How can I empower myself when faced with aggression?’ I have discovered some mindset shifts which can be helpful before or during conversations, or anytime you are feeling stressed and insecure about your ability to manage a combative situation.

Put on your imaginary bulletproof vest.  Drawing on the body-mind connection, this simple practice provides a sensation of stability when you are feeling exposed and vulnerable. Just as law enforcement or journalists don this extra protection before entering dangerous situations, imagining that I am wearing a bulletproof vest has helped me to create my own safety bubble whenever I feel stressed or overwhelmed by antagonistic or undermining behavior of others. Besides literally changing my posture and gait, this physical sense of protection, especially around my heart, gives me an ability to take a step back from the drama and think clearly about the facts of the situation. When needed, my imaginary bulletproof vest helps me to be confident that I can handle adversity and choose my response  in line with my own moral compass.

Maintain control of your attention and energy.  Besides face-to-face encounters, aggression also travels through digital channels such as email and text message, sometimes multiple times per day.  While you cannot control the sender of the messages, it is you who is in charge of your attention and energy. This means you can decide when (and if) you will read messages, and when, how (and if) you will respond.  While context, relationship and topic will influence how you handle cases of antagonistic behavior, here are some things to be mindful of when considering how to react:  

• Do you really have to read the email/message now? Can it wait until the end of the day or until you have finished the task you are now involved in?
• If you are receiving multiple emails from the same person, would it make any difference if you just waited and read them in sequence and then send only one response?
• Is the sender conveying a false narrative, incorrect assumptions or shifting focus to an irrelevant topic? Consider addressing any of these tactics with short, polite, fact-based statements.
• Is the sender making outrageous demands or baseless legal threats? Consider not responding at all.  While this type of aggression may evoke strong emotions in you, any reaction will probably just add more fuel to the fire. A refusal to engage, to set boundaries about what kinds of dialogues you are willing to have, sends a clear message that you will not be intimidated. 

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​Be in your best mood ever. When bracing yourself for a contentious conversation, it would seem counter intuitive to breeze in with your sunniest disposition. I was recently preparing for a meeting where high stakes outcomes were going to be decided. I knew from experience to expect personal attacks, undermining behavior, and an overall tense atmosphere. Up until 5 minutes before the meeting, my mood was somber, anxious, and insecure. And then suddenly I had a crazy thought: ‘I’m going to be in the best mood ever!’ And what happened? Those who were ready to attack seemed completely disarmed by my positive mood. And the atmosphere lightened up for everyone, as we swiftly addressed and resolved the issues of the day.I am not suggesting showing up at meetings with a ‘fake’ attitude of joy. This is about connecting with another part of yourself. In those last 5 minutes I shifted from my serious, worried and stressed side to the part of me that was proud that I had used my best thinking to prepare for the meeting, was happy to meet all of my colleagues again and was optimistic that we would reach a good outcome.  Recognize that you have a choice. And see what happens when you show up in ‘your best mood ever.’

If any of these ideas for dealing with aggression resonate with you, I would love to hear about your experiences of trying them out!

A few years ago, I coached Carolyn, the Head of Global Campaign coordination for a small NGO. She had previously worked for a large non-profit organization, where she had developed a a wealth of expertise and leadership experience, fueled by her deep passion to make a difference.

Carolyn was extremely unhappy; not only because her current job did not leverage her talents and provide any opportunity for growth, but also because the demands of work and travel far exceeded the assurances she had been given when she was hired. As the mother of two young children, the long hours and extended trips away from home were having a detrimental effect on her family life. Carolyn knew she had to make a change, but she was deeply insecure about her abilities to get another job.  Her biggest desire was to find out what would make her happy and enable her to use her strengths and talents in a positive way.
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While every job has its down sides, I was struck by how out of balance the tradeoffs seemed to be in Carolyn’s case. She was getting too little of what was important to her and too much of what was draining and uninteresting. It made sense that she wanted to re-asses her values, and talents, in order to determine what kind of professional role would be rewarding now. Yet I was also curious to better understand what drove her to make the compromises she did in the first place. She complained often that her boss promised her things and didn’t come through, while at the same time he kept asking more and more of her time and energy.  I sensed that the ‘Pleaser’ side of her was taking charge, preventing her from setting boundaries while boosting unrealistic high expectations of herself.

With Carolyn’s permission, I interviewed the ‘Pleaser’ through Voice Dialogue. What we discovered was that the Pleaser’s behavior was often driven by a need to prove herself to others.  By holding the bar high, so as make others happy, she repeatedly over-extended herself. She felt more comfortable making excuses for others and taking on their tasks herself instead of setting boundaries of responsibility.  It became clear that Carolyn needed to connect with other parts of herself in order to practice assertiveness and direct communication.  Her breakthrough came with the insight that if she was going to create more balance in her life at any job, she needed to learn to hold others accountable.
After addressing Carolyn’s issues with boundary setting, we shifted the focus back to her goal of creating a vision for a job that would make her happy.  In response to a series of questions on the topic of 'Who am I?’ and 'Ideal job description’, Carolyn was able to reflect on her priorities and desires in a way that helped to shape a new direction for her career. 

Carolyn was surprised at how easy it was to get immediate agreement from her boss once she clearly expressed her needs. She succeeded to extend her family vacation and cancel a non-essential business trip. When she informed her boss that the work load was too much, he immediately responded with an offer to raise money to hire an assistant for her. Carolyn called it her 'standing-up-for-myself muscle' and she enjoyed flexing it. Her newfound self-empowerment gave her the courage to turn down a new job offer which was below her level. Although she was determined to leave her present job, she now had the confidence and patience to wait until the right opportunity came along. 

Ultimately Carolyn decided to take the step to establish her own consulting firm to support other NGO’s.
​In her own words: I am living this dream now and it is making me super happy!