
Join us to receive insights and coaching on leadership and self-management every Monday morning. Topics include interpersonal communication; conflict prevention and resolution; how to manage our reactions, and our actions, when things go wrong, and many others. Membership in this action-oriented program is free of charge.

This Week Recent Posts
1. Reaction Management: How to keep your cool in the heat of the moment. (What can we learn from Navy SEALs?)
Hello, and welcome. My name is Neil Godin and I’m your host here at This Week – a complimentary service that brings you leadership and
12. Reaction management: “Rarely is the urge to kill followed by the act of murder” (Part Two: The how-to’s)
Last week I shared the experience of one of our clients who used reaction management to resolve a feud he was having with his teenage
11. Reaction management: “Rarely is the urge to kill followed by the act of murder” (Part One: The challenge.)
This week we take a deeper dive into how to manage our reactions, and our actions, when we’re angry or stressed in some way. This
10. Commitment Management: Can you be trusted to do what you say you’re going to do?
Introductory notes. This week we explore issues that surround making and breaking commitments. Our goal is to grow from being people who (at least occasionally)
9. Real power is power ‘with’ people” not ‘over’ people
This week I’d like to introduce you to the idea that real power in the workplace is power ‘with’ people, not ‘over’ them. When I
8. “If I’ve told you once, I’ve told you a hundred times” (Really?)
Hello and welcome. Last week I talked at length about how to minimize defensiveness – basically by avoiding criticism and attacking the problem, not the
7. Why and How to Correct Without Criticizing (Part 2: The how-to’s)
Introduction: Hello again. Last week I talked about why it’s so important to provide corrective feedback without criticizing and demoralizing team members. (Please see Post
6. Why and How to Correct Without Criticizing (Part 1: The ‘why’ behind the ‘what’)
The situation: I was just invited by the folks at LinkedIn to write a brief article on how to give team members corrective feedback without
5. When you have a problem with someone do you speak ‘to’ that person? Or ‘about’ them?
The scene: This week a case from our business turnaround files. The client: a small restaurant food supplier. Timing: at bottom of a deep recession.
