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I’ve decided I want to be happy.

From Volume 13, Issue 1:I now realize that being angry, frustrated, sad, guilty, afraid, scared, annoyed, disappointed, discouraged, apathetic—the laundry list goes on—simply has not been good for my well-being. It can make me lash out at those who may or may not be responsible for these feelings. Generally it makes me very unapproachable… people walk wide circles around me.

It’s nice to be right.

From Volume 12, Issue 12:Pure science, it is said, is involved in the exercise of continuously proving itself wrong. That’s how new discoveries, breakthroughs, and apparent miracles happen.

Heading into the Holidays

From Volume 12, Issue 11: Here we go again—it’s November already! Where did the year go?!

We have that lineup of annual no-holds-barred holidays facing us like a gauntlet ready to mete out seasonal punishment in two-months-long serial order.

Perception and Reality

From Volume 12, Issue 10:Pure science, it is said, is always looking for errors in its interpretations.
When I was a youngster, Pluto was a planet, and the atom was the smallest particle.
In the 15th century, the Earth was both flat and the center of the universe.

How Are Your Relation Ships?

From Volume 12, Issue 9:If your connection to another person were compared to ships, how would they be described? Consider the connections you have or have had or hope to have—this should be a fun exercise!

Can’t, Haven’t, Won’t

From Volume 12, Issue 8:In my coaching practice over the years, I’ve heard people say “I can’t” innumerable times. It’s frequently what gets the coaching process underway.

Drivers

From Volume 12, Issue 5: Drivers. Not the kind I co-drive for on rallies, or those that steer cars and push on the accelerator, but behavioral imperatives that constitute a great chunk of our knower/judger (K/J) rules. They create the challenges we experience in our relationships (and in our lives). Read on to identify specific drivers and how you can work with them to help yourself and others overcome them.

Settling

From Volume 12, Issue 6:Why do I settle for something that I don’t actually want?

On the subject of trust

From Volume 12, Issue 5:Trust is the basis of David Lencioni’s Five Dysfunctions of a Team. Without trust, teams perform at less than ideal levels trying to gain traction. And I’ve seen teams with high concentrations of trust perform at levels greater than the sum of their parts. I suspect you have as well.

The blessing and curse of stress

From Volume 12, Issue 4:Stress. We all feel it. It’s a deadline that seems impossible. Perhaps it’s a goal that’s slipping out of reach. Maybe it’s a relationship that’s changing, or just “change” itself. Job is gone. Money’s short. I’m overweight. The kids.

Operationally, we understand stress as a state of mental or emotional strain or tension resulting from adverse or very demanding circumstances.