How to Nail the Job Interview with Your Story

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Landing a job is a two-part process: (1) creating the resume to get the interview and (2) interviewing well to get the job offer. Both require different skills sets. Some people are good at both, whereas, others have a competency for one or the other. Creating a best practice resume is usually the easier task, because there’s an abundance of technical support in the market. On the other hand, the interview can be more challenging, because you have to go it alone.

So, how does one ace the interview? There are many factors that contribute toward nailing the interview including “making a good first impression” with eye contact, wardrobe, and handshake. Next is how well you answer the interviewer’s questions. Most will ask a range of open-ended questions to learn more about you—how you think, work, and will fit into the company culture. How you structure your answer is just as powerful as the content.

A powerful way to answer questions is through storytelling. People naturally learn, relate, and retain more when information is shared through stories. So, if you’re asked, “Tell me about a time when you struggled with a work project or situation,” answer it with a story that has the following structure:

  1. Briefly describe the experience. No need to provide too much detail, because the interviewer will ask if he or she wants to know more.
  2. Explain what actions you took. And why.
  3. Describe what happened. What was the main outcome of the action you took?
  4. Summarize what you learned from the experience. Keep it simple, positive, and impactful.

If you’d like to learn more on how to create a powerful resume and/or be your best in the interview, reach out for a conversation.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Your Energy Score: What It Means for Your Leadership

nathan-mcbride-mokWXKenVoY-unsplashWhen you hear the word energy your first thoughts might be of gasoline, oil, or electricity. If you’re a physicist, you might think of different types such as potential energy (stored) versus kinetic energy (movement). A geologist might think of thermal energy and lava moving below the earth’s crust. But what about human energy? Have you ever met someone and come away saying, “What great energy. I’d love to work on her team.” Or perhaps you’ve thought, “If I only had his energy, I could get so much done.” Can people get more of what they see others have? The simple answer is yes.

What is Energy?

Energy is inherently neither good or bad. It is just a measure of what is. When you gravitate toward someone, you are likely attracted to his or her energy. Energy is life. The more energy you have, the more life you have. [1]

Energy Levels

People who score on the low end of the energy continuum are described by others with phrases such as always in a bad mood, has a victim mentality, creates a toxic environment, and possibly depressed. On the other end, people who score high in energy are described as passionate, enthusiastic, positive, supportive, and creative. No one stays at the highest energy levels all the time, but he or she can choose to stay on one side of the continuum versus the other.

Energy Levels

Schneider (2008) describes seven distinct levels of energy which are:

  1. Victim, lack of choice, fearful, I can’t, I have to
  2. Anger, combativeness, resistance, fighting energy
  3. Rationalizing, acceptance of what is
  4. Care, compassion, service to others
  5. Reconciliation, win-win
  6. Creative genius, visionary, intuitive
  7. Complete passion for all aspects of life, oneness

Your Energy Score

Which of the seven statements would you currently most identify with respect to your work environment?

  1. I’m upset. He just ignores me. It’s like I don’t even exist.
  2. I’m going to tell her off. I’m so mad at her.
  3. It’s okay. I guess I’ll just deal with it.
  4. I really want the best for my co-worker and company. I’ll support her in any way I can.
  5. Where’s the opportunity? How can we both win?
  6. We’re all connected, and everything here has value and purpose.
  7. I feel passion and joy here and in all situations.

Your Leadership

Your energy score impacts not only how you see the world but also influences your ability to lead. It reflects how people see you and will respond to your leadership. People with low energy scores rarely have sustainable influence except to the extent given to them by their positions of assigned power.

If you want to improve your leadership, check your energy score and see what adjustments you need to make in order to build a solid platform from which to lead. If you need help moving your energy score up, I can help. Reach out for a conversation.

 [1] Fun fact: Life as we know it ceases to exist at 0 Kelvin or -273 Celsius.

References

Schneider, B. (2008). Energy Leadership: Transforming Your Workplace and Your Life from the Core. Hoboken, New Jersey: John Wiley & Sons.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. Sandra has a passion to help people be the best versions of themselves. You can learn more about her by visiting her website: www.shinecrossings.com

 

How to Create Your 10-Year Vision

matt-noble-BpTMNN9JSmQ-unsplashWhat’s your thought when someone says, “I have a 10-year vision?” Would it be (1) Wow! (2) How do you do that? (3) Not for me, or perhaps (4) I wouldn’t know where to start. The truth is that if you don’t have a vision on where you’re headed, the current of daily life will take you wherever it meanders. Where will that be? Who knows? Yet, many people regret not being more intentional with their lives as evidenced by many deathbeds regrets.

Don’t let regret be a major theme of your later years. Set a vision toward where you want to go or what you want to do. Know that the daily pressures of life will at times push you off your path. That’s to be expected, but when you know the direction you’re headed, you can pivot and get back on the path. A vision doesn’t have to be accomplished in 1 year or even 5 years. Some visions can take 10 years or longer to achieve.

Below is my recipe for how to step forward into a 10-year vision. I give a name to each year which represents the focus for that year. Replace it with a word of your own if it has more meaning for you. The name is there to remind and motivate you until you reach your destination. Twenty-twenty is the perfect year to start your 10-year vision. Think of Vision 2020 as the decade challenge in achieving something bigger than you ever imagined.

Year 1: EXPERIMENT and say “yes” to the new

This is the year to say “yes” to meeting new people, trying new things, having different conversations, and creating new experiences. Be open to new world perspectives and thinking. Challenge your long-held beliefs and assumptions that might be holding you back from achieving more and walking in your purpose.

Year 2: Define and describe your VISION

With consideration of your last year of experiments and new experiences, write down a vision of where you want to be in 10 years. What are you doing? Describe the world around you. Write down a strategy, tactical plans, and a budget to get there. Break your vision into 3 big moves or steps. Each step may include one or multiple activities.

Year 3: Forge PARTNERSHIPS

Most people can’t reach their 10-year vision without some help from others. You may need expertise, financial backing, additional hands/feet on the ground, or emotional support. Identify and build relationships that will help you reach your vision.

Year 4: PREPARE yourself

What do you need to do to prepare yourself for a big move? Do you need to improve your health, land a certain job, reconcile certain relationships, or live within a budget? Get ready to move and press forward.

Year 5: Step FORWARD into your first big move

Big, big move! Press into the vision. Does that mean relocating, downsizing, or buying something? This is where fear and cold feet can enter the picture. Up until this point, visioning was more a paper exercise or fit into your daily life. Don’t stop now. You are making change toward something you’ve dreamed about.

Year 6: SOLIDIFY the foundation

Operate and settle into the new platform on which you are standing. Get comfortable with being uncomfortable, because there will be more of it. You’re building resilience.

Year 7: REST

Review all that has happened. Has anything changed with regards to your vision? What adjustments do you need to make? Recharge your batteries, because it’s time to press on.

Year 8: ONWARD

Take a second big step toward your vision. It’s getting real. This second step should feel uncomfortable again. You have the confidence from your first successful move to know that if you can dream it, you can achieve it.

Year 9: PUSH

Push forward. Take another step onward. By now putting one foot in front of the other is feeling more comfortable. You should have reached your vision.

Year 10: CELEBRATE

Take time to enjoy what you’ve accomplished, how you’ve grown, and start dreaming of your next big vision.

clark-tibbs-oqStl2L5oxI-unsplashSome might say that taking 10 years to reach a vision is too long. Others may think 10 years is too short. Work the steps at the pace you feel comfortable. These steps are just a way to take the concept of visioning and making it more manageable and less intimidating for those who become overwhelmed with the thought of visioning.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

The One Big Question Every Sales Person Needs to Answer

linkedin-sales-navigator-YDVdprpgHv4-unsplashDespite what you might have read, sales success isn’t a skill only a lucky few are born with, a science, or an art form. Anyone has the potential to sell, and to sell well. The truth be told, selling is less about skill, processes, and following a set of rules and more the natural outcome of the condition of your heart and ability to connect with people. If you want to improve the outcome of your selling efforts, you should first take inventory of who you are and your motivations. Selling starts with you, and all that follows flows from who you are.

Who are you?

A few questions to get you started:

  • What are you core values, strengths, and weaknesses?
  • What attitudes, motivations, feelings, thoughts, beliefs, and worldview do you hold?
  • What are your skills and competencies?
  • How do you show up to others?

You must get in touch with your authentic self. Why? Because you will either choose to drive on who you are or do some hard work to change. You can’t fool people. Humans have natural Geiger counters when it comes to assessing and judging people. They may or may not be able to explain why they feel the way they do about certain people, but they instinctively know whether they like or dislike a sales person or even perhaps even worse have no preference.

What’s the big question that every sales person should ask themselves? “How do I make people feel?” Sales is fundamentally one person saying yes to another.

  • Do they trust you?
  • Do they believe you are competent?
  • Do they believe you have their best interest at heart?
  • Do they believe you are searching for the win-win and not the salesperson take all?
  • Do they believe you are authentic in your interactions with them?

The answers to these questions can’t be faked, because they all stem from a salesperson’s heart. Successful selling starts with showing up authentically, so you can genuinely connect with the customer. If you need help exploring, working on, or connecting your authentic self with selling, reach out for a conversation.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or visiting her website at www.shinecrossings.com

What’s Your Listening Score?

mimi-thian-lp1AKIUV3yo-unsplashListening is a powerful communication skill that affects your leadership influence and relationships. When you listen well, people notice. Why? Because most people don’t practice good listening. Instead, they typically focus on being heard.

Ribbers and Waringa (2015) define seven levels of listening which are:

  1. Continually interrupts people, impatient when listening, wants to hear him- or herself talk, doesn’t get to the point easily
  2. Restrains him- or herself enough to listen but with visible signs of impatience, prefers to talk about own experiences
  3. Listens to others, polite and observes standard conversational etiquette, reactive conversational partner, doesn’t actively draw out others to talk
  4. Lets others talk, asks for clarifications, prefers to keep conversations about business
  5. Always takes the time to willingly listen, comes across as interested in the other person, gives appropriate feedback
  6. Gets people talking, exchanges information, listens well to others while giving natural responses, asks questions to get to the heart of the subject
  7. Expresses sensitivity to the needs of others, makes time for people, asks questions to clarify, gives feedback, shows involvement

We can’t always listen at a level seven, and frankly, not all conversations require a seven. However, we should be holistically aware of where we tend to operate and decide whether we need to focus on improving our listening skill. These listening definitions can also help us identify which conversations require which level of listening in order to improve the outcome for both speaker and listener. With a defined scale as reference, it’s easier to target and measure improvement.

Reference

Ribbers, A., & Waringa, A. (2015). E-Coaching: Theory and Practice for a New Online Approach to Coaching. New York, NY: Routledge.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or visiting her website at www.shinecrossings.com

E-Coaching: A Powerful Coaching Option

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Technology now allows us to write and send messages more efficiently and at our own comfortable pace. Gone are the days of conversation delays via trans-Atlantic letters and the Pony Express (a.k.a. snail mail). Because we can communicate in writing over the internet/SMS, e-coaching (e-mail/electronic coaching) was born and continues to grow in popularity.

E vs. Face-to-face Coaching

Coaching is a powerful process that can be delivered in many ways: face-to-face, video, telephone call, and through e-mail. Coaching has evolved with technology, and this has been to the benefit of the client. Some people like e-coaching more than face-to-face.

My clients enjoy e-coaching, because it allows them to deal with bite-size issues that fit with their personal situations better than the longer face-to-face sessions. They may be actively working toward their goals and only need to connect with a coach to bounce off an idea, brainstorm, or get a different perspective.

E-coaching can be just as effective, if not more than face-to-face coaching, because it allows clients the time and space to reflect, think, and consider their response. For people who have a preference toward introversion and a need for more self-reflection and introspection, e-coaching can feel more powerful, giving them a greater sense of control during the coaching process. If you’d like to learn more about your personal preferences toward intro- versus extroversion, read more about the Myers-Briggs.

Future of E-Coaching

E-coaching will continue to evolve with companies eager to apply its concepts on multiple fronts. Woosh5 incorporates e-coaching as an option to its resilience survey and platform of exercises. Shine Crossings offers a monthly subscription service that combines e-mail/small-call coaching on any topic a client needs help. Although face-to-face may continue to be the mainstream mode of coaching, e-coaching has a growing role in the coaching industry and may be the main catalyst for its growth.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Leadership Ideas Worth Sharing

 When a leader get better, everyone wins!

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Global Leadership Summit was packed with a wealth of leadership principles, strategies, tactics, and messages delivered from an all-star leadership faculty. If you missed the speakers, I’ve captured some key highlights. Read through these concepts and decide which ones resonate with you. Which ones might you want to put into action?


Craig Groeschel (Co-founder and Senior Pastor, Life Church)

  • Leaders have influence. Everyone has influence, so everyone is a leader. Leaders can learn from anyone.
  • False assumption: better always costs more. The truth: investing more eventually gives a diminishing return. Leaders look for ways to bend the curve by increasing value with lower costs.
  • Practice GETMO: Good Enough To Move On. Perfection is often the enemy of progress.
  • Think inside the box. Constraints drive creativity by eliminating options.
  • You have everything you need to do everything you are called to do.
  • If you had everything you wanted, you might miss what you really need.
  • Burn the ships: eliminate options to turn back.
  • If you commit to the what and are consumed with the why, you’ll figure out the how.

Bozoma Saint John (CMO, Endeavor)

  • Creating company culture is 100% everyone’s responsibility.
  • Show up in your most brilliant, authentic self.

Ben Sherwood (Former Co-Chairman, Disney Media Networks)

  • The speed of change can be daunting for leadership, and leader cannot be afraid to lose.
  • Leaders in crisis need to know:
    • The study of asymmetrical conflict shows that the stronger side wins when conventional tactics are used in conventional conflict; whereas, unconventional tactics win 63% of the time in unconventional conflict.
    • The theory of 10/80/10: in a crisis, 10% if the people will emerge as leaders, 80% will freeze and wait for someone to tell them what to do, and 10% will engage in negative behavior.
  • Leadership secret: unlock team performance by “connecting”

Liz Bohannon (Co-founder & Co-CEO, Sseko Designs)

  • Beginner’s Luck is the supposed phenomenon of novices experiencing success; wheres, Beginner’s Pluck is spirited and determined courage.
  • Good leaders turn the stages of learning into a continuous cycle:
    • unconscious incompetence: you don’t know what you don’t know
    • conscious incompetence: ouch, you know what you don’t know
    • conscious competence: I can do it, but it takes effort
    • unconscious competence: I’m so good I can do this in my sleep. Good
  • Leaders don’t choose comfort.
  • You’re never going to find your passion; you’re going to build it.
  • Dream small, not big. Small dreams have a surprising power. Dreaming small will allow you to take the next step.
  • Leaders are not the heroes for others but help others be the heroes of their own life.

Jason Dorsey (#1 Rated Gen Z & Millennial Researcher & Speaker)

The Center of Generational Kinetics is the #1 generational research and consulting center studying the WHY behind the behaviors.

  • Parenting styles and natural relationships with technology are the only two parameters that shape generations.
    • Parenting influences everything. Entitlement is a learned behavior, reinforced in schools, and now culturally acceptable.
    • Technology is only new if you have the reference of remembering what it was like before.
  • Generations are not defined by chronological years but predictable behavioral changes. Cuspers are in between behavioral changes.
  • Millennials are the largest generation currently in the workforce and the only generation to split into two segments (Mega-llennials and Me-llennials). Many are experiencing significant delays in real-world traction (adulting): marriage, jobs/careers, and parenthood. By age 30, the two Millennial population segment can no longer relate to each other.
  • Millennials are tech dependent, not tech savvy.
  • Gen-X are squeezed between taking care of parents and kids, naturally skeptical, and are typically the glue of the organization.
  • Boomers know geography, define and measure work output in hours/week, believe there are no shortcuts to success, and are focused on policies and procedures.
  • Gen Z’s parents are Gen X or older Millennials. Their philosophy to parenting is you will not end up like those entitled Millennials. Gen Z are practical with money, shop in thrift stores, and in some cases are leap frogging Millennials.
  • Leadership tips to manage the Gen Z: (1) provide specific examples of the performance you expect—how it looks, (2) drive on the outcome—they do not think linearly—show the end first, and (3) provide quick-hit feedback.
  • Every generation brings something to the table and all generations lead.

Danielle Strickland (Pastor, Author, Justice Advocate)

  • Leaders not just survive but are part of transformational change.
  • Transformational change starts with your beliefs. Beliefs shape values which leads to action and then results. A leader’s beliefs are the roots from which everything grows. Is it true what you believe? Or is it faulty?
  • Stages of transformational change: (1) comfortable, (2) unsettled and disruptive, (3) chaos (scary and exciting), (4) less scared/more exciting, and (5) new normal.
  • Embrace the process of change. Disruption is not a threat but an invitation to a new normal. And leaders should not be afraid to ask for help.

Devon Franklin (CEO, Franklin Entertainment)

  • BE YOU: own and cultivate your own recipe for success versus stealing someone else’s.
  • The key to leadership is the struggle with our difference, because our difference is our destiny. Difference can be painful, because sometimes it’s hard to stand out. Your difference looks good on you. Own who you are.
  • Keep differences sharp and not sanded down. Your difference is your key to enter into your destiny.
  • Stop being quiet, use your voice. Resist the exchange for what makes you different with what is common in order to fit in.
  • Don’t be afraid of discomfort. Discomfort means you are on the right path. Don’t retreat, keep going.
  • How to own your difference: (1) admit you are different, (2) do not confuse someone else’s distinctiveness for your own, (3) hang with those who encourage your difference, and (4) be salt and light. Shake your creativity on others and take your light where it is dark and where no one else will go.
  • Your difference makes a difference.

Patrick Lencioni (CEO, The Table Group, and Best-selling Author)

  • Leadership is a privilege. You need to know your “why” to be the leader. If you don’t know your why, your “how” won’t matter. What is the motivation behind why you want to lead?
  • There are two types of leader motivations: servant leader and reward-based.
  • Reward-centered leaders have common behaviors of abdicating responsibility and delegating what only they should do, and this hurts people. Characteristics of the reward-centered leader: (1) avoids and pushes uncomfortable conversations onto others, (2) doesn’t coach direct reports, (3) is unaware of what the team is working on, (4) doesn’t align the team, (5) runs poor meetings which lead to poor decisions, (6) avoids team building because not comfortable with emotions, and (7) under communicates.
  • Servant leadership is the only kind of leadership. If you are the reward-centered leader, do the right thing by either leaning into leadership or resigning.

Chris Voss (Former FBI Hostage Negotiator, CEO of The Black Swan Group)

  • If the words “I want …” or “I need …” are coming out of your mouth, you are negotiating.
  • Negotiation is a learned skill.
  • Negotiation is about connecting and collaborating. Tactical empathy—everyone wants to be heard and understood. Empathy—understand where people are coming from and communicating that to them.
  • Listening is a martial art. Mirroring is tactical listening and responding to the other person. Effective pauses give people the chance to respond.
  • Calibrate to a “no” versus a forced “yes”. When a person can say “no” they feel emotionally safe and protected and are able to continue in the negotiation.
  • The words “that’s right …” continues the conversation; whereas, “you’re right …” stops the conversation. The fastest way to end a conversation is to say, “You’re right.”
  • If you are “likeable”, you are 6 times more likely to make a deal.
  • You want to understand why someone is asking for something. “What makes you want that?” is a better question than “Why do you want that?”
  • When a negotiation is slipping away, you want to say, “It doesn’t feel like I’ve earned your trust.” This keeps the negotiation going.
  • Ask HOW questions, because it gets people thinking.
  • Genuine curiosity is the counter for when fear creeps into the negotiation.

Aja Brown (Mayor of Compton, California)

  • Vision is the vehicle to creating momentum
  • Collaboration is the momentum multiplier to move on mission

Jia Jiang (Best-selling Author, Entrepreneur)

Concepts in how to use or interpret rejection:

  • Rejection is a numbers game. Ask enough times and eventually someone will say yes.
  • Rejection is the opinion of the rejecter only.
  • Rejection is an opportunity for growth. When you embrace rejection, you gain confidence.

Todd Henry (Founder of Accidental Creative and Leadership Consultant)

  • Creative professionals are prolific, brilliant, and healthy. If you are missing one component you poor results:
    • Prolific + Brilliant – Healthy = Fried
    • Healthy + Brilliant – Prolific = Unreliable
    • Prolific + Healthy – Brilliant = Fired
  • Leading your teams on two dimensions: (1) stability (clarity + protection) and (2) challenge (permission + faith). Based on these two dimensions, teams can be categorized into one of four groups:
    • Angry: high challenge/low stability
    • Lost: low challenge/low stability
    • Stuck: low challenge/high stability
    • Thrive: high challenge/high stability
  • Leaders will be rewarded with the best work of their team, if they can move members into the thriving category.
  • Trust is the currency of a creative team. Leaders forfeit trust by declaring things that are undeclarable and being a superhero.
  • Leaders move from leading by control to leading to influence. Focus on bounded autonomy—principles under which to do work.

Krish Kandiah (Founder, Home for Good)

  • Vision is the art of seeing what is invisible to others.

Jo Sexton (Author, Leadership Coach)

  • U.S. organizations are facing a burnout crisis.
  • Fifty percent of CEOs feel lonely, and 60% say loneliness affects their leadership.
  • Questions every leader should be asking themselves: (1) who were you before people told you who you were, (2) what would your body say if it could talk to you, and (3) who are your people?

Bear Grylls (Adventurer, Writer, and TV Host)

  • The first failure gives you freedom.
  • Our fears make us real and relatable.
  • True wealth is found in our relationships.

Craig Groeschel (Co-founder and Senior Pastor, Life Church)

  • Kindness changes people. The fastest way to change people’s minds is to connect with their hearts.
  • Knowledge alone rarely leads to action. Knowledge leads to conclusions, and emotions leads to action. Three important questions: what do I want them to know, feel, and do?
  • Share stories purposefully. Stories stick, but facts fade. We have two processors: emotional and logical. Emotional is the default processor. When you use a story, you connect the heart of emotions to the strength of the logical—igniting a power action. “Let me tell you a story…” is an opener that gets people’s attention.
  • Choose words deliberately, because the words you choose determine the emotions people will feel. When crafting vision and values, use powerful words.
  • Share vulnerability deliberately but don’t overshare. We may impress people with our strengths, but we connect through our weaknesses. Show people what’s in your heart. People would rather follow a leader who is real versus right.

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Teamwork: Know, Share, and Leverage the Power of Personality

you-x-ventures-Oalh2MojUuk-unsplashHave you ever wondered why someone did, decide, or say something you won’t have? Personality has a tremendous influence on how we take in data, process it, draw conclusions and interact with our world. When you understand the power of personality, you will have greater insights into how you and others think, decide, and do.

campaign-creators-gMsnXqILjp4-unsplashI encourage everyone to explore their natural tendencies through the Myers-Briggs Personality Assessment and find out which personality type best describes him or her. There are 16 primary types that explain why people tend to think and behave the way they do.

ESFP: Enthusiastic Improviser

ISFJ: Practical Helper

ESTP: Energetic Problem-solver

INFJ: Insightful Visionary

ENTP: Enterprising Explorer

ISTJ: Responsible Realist

ESFJ: Supporter Contributor

ISFP: Versatile Supporter

ENFJ: Compassionate Facilitator

INTP: Objective Analyst

ENFP: Imaginative Motivator

INTJ: Conceptual Planner

ESTJ: Efficient Organizer

INFP: Thoughtful Idealist

ENTJ: Decisive Strategist

ISTP: Logical Pragmatist

Regardless of your personality preferences, you have a choice to act in ways you believe will help you succeed in any relationship and environment. Yet, without stress or external influences, we all have a natural way of expressing ourselves.

nesa-by-makers-kwzWjTnDPLk-unsplashNo personality type is better or worse, because they all bring value to solving problems and growing a business. If each team member understands who they are and others on their team, they can intentionally leverage the power of personality to win. If you want to bring the power of Myers-Briggs to your office, let’s discuss a workshop that can unleash the power of personality among your teams.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra by reaching out to her at coach.sandra.dillon@gmail.com or by visiting her website at www.shinecrossings.com

Shine Spotlight on Inner Vision: Breaking Art Out of Prison

Shine Spotlight gives small businesses owners the opportunity to share their passion and find others who may want to connect, contribute, or partner with their mission or business


Inner Vision with Marcus Hill

 

 

Why Inner Vision?

Do you have a passion for art, a heart for prison ministry, or a desire to develop community through the power of art? Marcus Hill is looking for like-minded business co-partners and promoters, who share his vision to give talented prison or post-released artists a constructive outlet for their passionate art creations in the free world.

The bigger mission is to provide resources and services to incarcerated people, giving them a path to successful re-integration into society. The first step in this multi-faceted mission is to launch an electronic portfolio of artists’ creations as a means of marketing their talent. High quality art reproductions will be offered in a broad range of formats such as posters, canvas, prints, T-shirts, mouse pads, and coffee mugs.

What is Inner Vision?

Think of Inner Vision as a social enterprise which connects the artist with the art lover. By creating a business outlet for current and formerly incarcerated artists, they can earn a living, pay income taxes, take care of their families, and choose to stay away from crime in order to survive. Income security is a critical factor to ensure the formerly incarcerated connect with their families and integrate into community. Inner Vision also requires a portion of the sales be donated to a charity of the artist’s choice, so they too can learn the joy and power of giving back.

 

Inner Vision serves as the operational bridge connecting artists with art lovers. The business (1) solicits the art, (2) markets it, (3) sells it, (4) applies art to various formats, and (5) distributes the funds as per the contractual obligations. Taking a fair fee to cover operational costs and profit, Inner Vision gives hope to art that would not normally be shared in the world.  Marcus also has a larger vision to serve others under the Inner Vision business umbrella, and this is his first step.

What Does Inner Vision Need?

Marcus has the vision, prison relationships, and business plan. He’s looking for a partner who can help provide organizational structure, software knowledge/ expertise, website development, and a shared passion for the vision. The intent is to scale this on a part-time basis. Marcus has connections willing to provide loans for defined start-up capital.

In Marcus’s own words: “I’m looking to connect with talented people and organizations who are willing to step out and join me in this mission to create positive change through the medium of art.”

If this vision or business concept tugs at your heart, sounds intriguing, or you’re willing to lend your skill set, I encourage you to have a conversation with Marcus. Perhaps you want to know more, so you can spread the word on social media or purchase an art piece when the business launches. Social enterprises, those businesses dedicated to making reasonable profits while maximizing social impact, are gaining in popularity, and you can be part of making the world a better place in some small way. Reach out to Marcus for a conversation at hillmarcusg@gmail.com or 713.818.4413.

Art provided by Pete Salazar, Stephen Armstrong, and Charles Hahn

About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business consulting. She designs and facilitates workshops and coaches individuals and teams. She has a passion to help people be the best versions of themselves. You can engage Sandra as your coach by reaching out to her at coach.sandra.dillon@gmail.com or visiting her website at www.shinecrossings.com

 

Healthy Marriages Make for Good Business

annie-spratt-wgivdx9dBdQ-unsplashThere’s an old saying: if momma’s not happy, nobody’s happy. If you applied this concept in the workplace, you might say if a spouse isn’t happy, their boss and colleagues may not be happy. Would you agree? If you’re married or ever been in a serious relationship, think about how productive you were the day after a fight or disagreement? Have you ever suffered from chronic marriage fatigue and realized how it sapped your energy at work? Now think about the times when your marriage or relationships were on cloud nine. I bet you did some of your best work: fast, efficient, and high quality. You probably even got more praise and positive feedback from your boss and colleagues.

Productivity Stats

Marital and relationship problems divide employees’ attention, because it’s hard to focus on work when your marriage isn’t well (Patrick, 2019). Bowcott (2015) found that 9% of employees left their job because of a divorce or separation, and 15% of survey respondents said separation and divorce negatively impacted productivity. On the other hand, studies show that increased happiness on the job translates into upwards of 20% higher productivity (Addady, 2015), and strong marriages do just that—contribute to employees’ happiness.

The Missing Piece: Social Wellness Program

Employers commonly provide for their employees’ well-being by offering them health insurance, so they can get the treatment they need and get back to work quickly. Companies also encourage employees to take advantage of preventative health initiatives, and some even offer free or discounted gym memberships as part of promoting wellness. Employee Assistance Programs (EAP) are more common for those employees who need support for a personal crisis. Why do companies offer these services? Because it makes good business sense. Get employees the help they need, so they can be more productive.

Perhaps it’s been you or someone you know who’s been physically present in the office but mentally checked out or at best distracted. What’s got the employee mentally consumed? Troubles with a partner relationship? If companies are financially motivated to help employees be more productive, what’s missing from the equation? I propose a social wellness program (SWP). Companies could improve their bottom line by offering their employees coaching services to strengthen specific areas of life. A SWP could act like an EAP plan, where employees get a maximum number of coaching sessions per year.

“It’s just good business for a company to offer marriage or relationship coaching for its employees.” — Sandra Dillon

The Case for Coaching

Happier marriages mean more productive employees. How do I support this claim? By the research and my own client stories. As a business coach, I’ve worked with a number of clients on work-related performance goals, which later led into marriage coaching with the coachee and his or her spouse. Having coached these couples on marriage visioning, missioning, personality and gender preferences, financial stewardship, love/respect, communication, and conflict resolution, I’ve seen firsthand how a stronger and happier marriage has translated into higher job performance and career development.

Let’s be clear—coaching isn’t counseling. Counseling is covered by your health insurance or EAP. Coaching on the other hand allows people to help themselves and their marriages.

Next Steps

If you have the responsibility and accountability to help your employees, will you offer marriage coaching to your team? If you’re a small business owner, will you pay for a few marriage coaching sessions, so your employees can be more productive? It’s just makes good business sense!

If you’re an individual who doesn’t have employee access to coaching, will you find a coach who can help you strengthen your marriage? Ultimately, we are all 100% responsible for 50% of any relationship, and the responsibility to do better resides within each one of us.


References

Addady, M. (2015). Study: Being happy at work really makes you more productive. Retrieved from https://fortune.com/2015/10/29/happy-productivity-work/

Bowcott, O. (2014). Relationship breakdowns have negative impact on business. productivity. Retrieved from https://www.theguardian.com/lifeandstyle/2014/nov/26/relationship-breakdowns-business-productivity-employees-divorce-separation

Patrick, M. (2019). Top problems that affect employee productivity. Retrieved from https://smallbusiness.chron.com/top-problems-affect-employee-productivity-17947.html


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership, business consulting, and marriage coaching. She administers DISC® and Myers-Briggs/MBTI® testing, designs and facilitates workshops, and coaches both individuals and teams. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at coach.sandra.dillon@gmail.com or by visiting www.shinecrossings.com