Christine is known for creating strategies that are responsible for hundreds of billions of dollars in new revenue and company value. Imagine if she was able to sit down with you and SHARE all of her knowledge and insight!
Since that isn’t physically possible, this podcast is the next best thing!
Christine uses each episode of Crack the Behavior Code to give you a glimpse into her strategic approach to business and leadership. She brings you on a journey to leverage neuroscience-based tools in order to promote behavior change and begin understanding what all humans need (and how you can provide it)!
See acast.com/privacy for privacy and opt-out information.
Special Episode: Inside Leadership with Guest Caroline Cory
Caroline Cory and Christine Comaford discuss the intersection of consciousness and energy medicine with leadership. "We have a big thing in common, we both want to help people remember how unlimited they are."
Caroline Cory is an award-winning filmmaker and the visionary author of best-selling books on Consciousness and Energy Medicine, topping the charts of Consciousness Science and mystical literature. As a child and throughout her life, Cory has had numerous E.S.P (extra-sensory) and pre-cognition experiences, which led her to become deeply connected to existential topics, the study of Consciousness and the mechanics of the universe. After teaching Energy Medicine and consciousness work for over a decade, Cory founded Omnium Media, an entertainment and media platform that tackles various thought-provoking topics on the human condition and the nature of reality. In addition to writing and producing, Cory continues to lecture and coach internationally on various mind over matter subjects and appears regularly as a guest expert on supernatural phenomena at major conferences and television shows including The UnXplained with William Shatner and History Channel's popular series the Ancient Aliens.
Film “Superhuman: The Invisible Made Visible”
Consciousness / Energy Medicine work: www.CarolineCory.com
Books / Products
See acast.com/privacy for privacy and opt-out information.
Why Resisting Change Isn’t A Bad Thing: The Social Change Adoption Path
Company Z, a financial services firm with nearly $100 million in annual revenue, was changing their business model. It was a big change—they were dumping one entire business unit and launching a new one. The team was none too happy about it. Some were fearful because they were employed in the now defunct business unit, and they’d have to learn new skills. The change was essential though, as due to market conditions the former unit would never become profitable.
As you’ve heard in my past podcasts on change, not everyone in your organization is going to totally psyched and eager to celebrate change. And the biggest challenge with change is--drum roll please--resistance. But what most leaders miss is that resistance is simply the first stop on the quest for the holy grail: a new standard.
From my work with hundreds of successful entrepreneurs, top executives, and political leaders, I’ve learned that organizational change is a continuum. It’s predictable, it can be guided, and here is how it works.
First people start with resistance. Why? Because thanks to Rodger Bailey’s terrific research on Meta Programs, we know that 65% of Americans can only tolerate change if it is couched in a specific context. The context is “Sameness with Exception.” This means the “change” is really just an improvement to what we are already doing: the bad stuff is being removed, and good stuff is being increased. Seriously--this is the best way to package a change message. And don’t use the “c” (change) word—say “growth” instead.
Back to CEO Jessica, who did a masterful job managing Company Z’s organizational change. Here’s how she did it.
First, we trained the entire company on how change works and how to expect their brains and emotions to react. Jessica’s assistant used our Organizational Change Adoption Path graphic. She had it expanded, printed and posted in the conference room so everyone could openly acknowledge where they were in the process.
Next, we laid out a plan to help the team navigate the five phases.
Phase 1: Resistance: This phase can pass fairly quickly when the leader stresses the “same with exception” nature of the change. That’s exactly what she did.
Phase 2: Mockery: I love this phase! It means people now have some emotional investment. They are past disinterest and resistance and we can engage them in telling us what they object to. We acknowledged their concerns and asked for their help in fixing what in the CEO’s growth plan was so “lame”. We asked for their agreement to follow the plan once their fixes were made. This led to…
Phase 3: Usefulness: The “Mockers” worked through the revised plan with Jessica and us and some even--gasp--acknowledged what parts of it were useful. A few “Mockers” insisted on a few more edits, and the CEO agreed to about half of them with again the agreement of their support.
This is the most important step, because when something is truly useful, the vast majority of people will use it again, leading to…
Phase 4: Habitual: Now we’ve got the team members using something repeatedly, almost without thinking. Which leads us to…
The final Phase. Phase 5: the New Standard: The behavior is becoming integrated into how they behave, and setting a new behavioral standard.
This process can take months to years, based on how the leader manages the Organizational Change Adoption Path. With our client above, the change took 7 months to filter through all remote offices. Impressive.
Jessica did a formidable job in managing, and capitalizing, on the social change that was happening throughout the business change. Brilliant leadership. Period.
What organizational, and thus emotional, changes is your company going through? Try the above process and let me know how it works for you.
Organizational Change Adoption PathHow to Connect More
Yes you CAN buy happiness -- and it's cheaper than you think
But there’s no storefront, no website, no vendors or purchase orders required. And the wealth isn’t wired—but it is transferred.
If you want happiness for an hour—take a nap.
If you want happiness for a day—go fishing.
If you want happiness for a month—get married.
If you want happiness for a year—inherit a fortune.
If you want happiness for a lifetime—help others.
-- Chinese proverb
Here’s how to get both rich and happy, guaranteed.
Find a cause that feeds your soul. You’ll know it when you find it, because you’ll feel excited and uplifted at the thought of being involved. It’s okay if you find multiple causes, even rotate them. I’ve been involved with civil rights, abused kids, homelessness, women’s halfway houses, meal delivery programs and AIDS—each experience has stretched me in ways I could never have imagined. Learn about causes via Google or go to www.volunteermatch.org.Commit to “one a week.” This means giving an hour a week to a cause or an hour’s worth of salary. (Or give whatever amount feels right—just give something!). You can batch up your time and/or money and give in chunks, too.After you make a commitment to yourself, schedule your service time to ensure it happens. Write it on your calendar, book it in your phone, or write it on your hand—whatever it takes to make this an unbreakable date for giving. If you don’t set the time aside, life will intrude and you’ll lose the opportunity.Remember, you have a lot to give. You have time, talent, and treasure. Figure out which one feels right to give. Are you an expert in public relations, and could donate an hour a week helping a nonprofit with PR? That’s donating time and talent. Would you rather write a check? That’s donating treasure. It’s all good.Get others involved. In my companies I like to match the donations given by staff members (up to a specific amount). This is fun, gets the company and the team involved in giving, and boosts morale.
April is National Volunteer Month. If you don’t volunteer regularly yet, now is a great time to start.
When you start to give your precious time, energy or even funds to a cool cause you resonate with, you’ll learn one of the greatest lessons in life: giving is actually receiving. They are the same. You give and you get at the same time.
I am a hospice volunteer. For 14 years I’ve helped people with 6 months or less to die with peace, dignity, and as little physical discomfort as possible. Each of the 19 people I’ve had the honor of supporting through the death process has been a remarkable teacher to me. Imagine being brought into someone’s life at such a challenging time. Now imagine what their loved ones are going through.
Timing Is… Nothing
Many people tell me they are seeking their purpose in life; they’re waiting for that divine epiphany where their mission becomes blindingly clear. Then they’ll volunteer, become a philanthropist, really commit to a cause. Until then they’re in the grand “waiting room” of life—and let me tell you, there’s a huge crowd in there. And all are waiting. Are you?
I don’t receive divine messages that are complete and clear. I receive divine sticky notes. You’ve received these too. Maybe you had an insight as you were walking in nature, meditating when your mind was still. Did you follow that message? Did you implement it in your life? I’ve found that when I do, it leads to more messages. Then months later I look back and marvel at what has come of that one tiny insight.
It’s funny, everyone spends so much time talking about work-life balance, and so little time talking about the need for service, for giving back to humanity. I find those are the best ways for me to stay balanced. We’re all busy, sure, but everyone can find one hour per week or a few hours per month to volunteer. Volunteering ca
Why We Self-Sabotage – Are You Doing it, Too?
George wants to double his company’s revenue this year.
He’s been stating this goal for the past 3 years and still hasn’t achieved it. Why?
Because it’s not ecologically safe for him to have this outcome.
There is a subconscious tug o’war we all experience between our desires and our ecology. Our ecology formed our belief system, our frame of reference, our identity, our capabilities—and it also prevents us from getting what we want.
Until we know how to change it.
Change the Present…
Let’s find out why George isn’t getting the doubled revenue he wants. Here’s what we learned when we worked through a basic Outcome Frame with him:
Question: What would you like? He answered: To double revenue this year.Question: What will having that do for you? Answer: I’ll feel secure, be happy, have peace of mind, have less stress and a cash cushion, feel confident that we got to the next level and the business is scalable, work less, know my team can step up. (Note: What he really wants is to feel safe—to let go of control and know it’ll be ok)Question: How will you know when you have it (specifically)? Answer: Doubled revenue from last year.Question: So there you are in the future and you have what you want. What risk might you take to ensure this change is going to happen? His answer: I might have to let go of some control--delegate more, promote some high performers and let a few low performers go, let my VP Sales run with our plan, stop micro-managing our VP Operations. (Here comes the good stuff!)Question: What will likely happen if you don’t solve this the way you want? What will be the impact on your business and life? His answer: We’ll be stuck in the same rut we’ve been in for 3 years, we won’t be able to grow the business and sell it for the $70mil+ that we want to, my family members and I won’t get to cash out and we’ll one day have to wind the business down—without securing our and our children’s financial future.Question: What might someone have to believe about the world or company or situation to get this? Answer: That this is possible, that they have the team to achieve this outcome, that more clients want what we have, that we can find these clients.Question: What might you have to believe about yourself? His answer: That I can let go and things won’t fall apart, that my team wants to rise up.Question: What can you appreciate about the current situation prior to change? (What’s great about holding onto control?) He answered: I know what the outcome will be—even if it isn’t what I want, I trust myself and don’t have to rely on others.From this process, George realized that his key issue was fear of letting go of control, yet he would have to do this (to a degree) in order to let his team help him double revenue. But knowing this intellectually isn’t enough—in the thick of battle, George will still default to controlling behavior, because it is rooted in his subconscious mind. So we need to change this.
… Change the Past…
After we completed the Outcome Frame, it was time to excavate. Where did George’s controlling behavior begin? Why was relying on others so threatening? We had to find out by asking the following questions:
Can you recall a time when you didn’t feel you had to control things?
Was there a major life trauma when your level of controlling increased?
Is there a trigger event you experience regularly when your controlling kicks into high gear?
The life trauma was the answer. When his parents divorced, George was 7 years old. He then became the man of the house, and his father all but disappeared. Little George decided then that he would never be at the mercy of others, and such a life-altering experience, again. He’d shape his world and keep it in check.
Except that strategy no longer works for him.
So he asked me to help him change it. We did a pr
The 4 Crucial Mistakes Companies Make During Downturns
Now that we’re starting to see signs of economic recovery, it’s key to assess where we’ve been, the mistakes we’ve made, and how to course-correct for the next burst of growth.
Here’s the reality: companies make mistakes all the time. In an economic downturn, however, avoiding the big slip ups becomes all the more crucial. When the heat is on, some CEOs will react impulsively, and while this may earn them some points for courage and speed, in a rough economy one needs to take the long view and pace themselves.
To get funded, stay funded, and even out stretch your day-to-day cash flow, you’ll need to avoid some key mistakes. And if you’ve made them already, it’s time for a strong course-correction. Please know that I’ve made every single one of the following… which is why I am so passionate about helping to prevent these energy- and time-suckers.
Here are my top four mistakes to avoid during a downturn.
#1 Hasty Hiring. The result: Bad hires who are costly and time consuming.
It’s better to try out new staff members as independent contractors first. Then, after you’re confident that they work well with your team and share your values, bring them on as permanent hires.
When you’re overwhelmed and overworked, it’s easy to make hiring mistakes. That’s why relying on contractors is a great policy. Check out sites like TaskRabbit, Marketing Sherpa, Upwork, or NoonDalton for administrative, virtual marketing, bookkeeping and other help. Rates can be surprisingly low. And don’t make the mistake of staffing up fully, only to discover that your business operates in waves. Have a lean team, and hire extra hands for the heavier times. Try out your team members before making them permanent.
The Second Mistake to avoid: Pausing Your Profit. The result: Financial pressure due to propping up ailing products, divisions, accounts.
Sometimes you can sell your way out of a recession, yet at all times you need to streamline expenses and adjust your financial strategy. One of our clients recently outsourced an entire division of their company. It hadn’t been profitable, and the other divisions were supporting it financially. Yes, the decision was painful and resulted in a lay off. Yet it had to happen for the health of the company. The outsourced division now generates a healthy profit.
Another client pays increased commission for selling higher margin products. We laid out a super compelling plan and the sales force is now focused on the products that are best for the company’s bottom line, and coincidentally, best for the customer.
Now is the time to course-correct if you’ve under charged clients too. This often happens when we’re desperate to close a sale without keeping an eye on generating enough profit. We’re helping two of our clients to rightsize some of their clients. With a stronger, more resonant value proposition, this is doable. Craft the message, collaborate with the client on key success metrics, report on the metrics monthly, and get the account to the level that is fair and profitable for you. Resenting a client because you under charged them is something you never want to do. Ever.
Mistake #3: Skipping the Six-Month Plan. The result: “Strategy of the Second” – and very little accomplished.
It’s better to map out the next six months, and if a new project comes up, swap it out with one of equal complexity that is already on your plan. Entrepreneurial CEOs can be excessive idea generators. With a six-month plan, you will have mapped out the projects for the immediate, foreseeable future and can skillfully avoid manic distractions with poor results.
Consider the perils of one company, with the painful “strategy of the second” plan. Each time its mercurial CEO returned from a conference, he’d have a new idea. Were they good ones? Often. But his already stretched staff had no sp
75% of Workers are Affected by Bullying – Here’s What to do About it
Workplace bullying is frighteningly common and takes an enormous toll on our businesses. Research from Dr. Judy Blando (of the University of Phoenix) has proven that almost 75% of employees surveyed had been affected by workplace bullying, whether as a target or a witness.
75%. That’s huge.
So what exactly is workplace bullying?
The Workplace Bullying Institute defines it thusly: “Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is: threatening, humiliating, or intimidating, or work-interference, i.e. sabotage, which prevents work from getting done.”
One of the main differences between schoolyard bullying and workplace bullying is that it tends to be less physically harmful and more psychological and verbal in nature. It’s subtler than schoolyard bullying but is quite distinctive from normal workplace stress.
According to Wikipedia, “Bullying is characterized by:
• Repetition (occurs regularly)
• Duration (is enduring)
• Escalation (increasing aggression)
• Power disparity (the target lacks the power to successfully defend his or her self)
• Attributed intent”
According to the Workplace Bullying Institute (WBI), bullying is four times more common than either sexual harassment or racial discrimination on the job.
Who The Bullies Are
Here is what you have to understand, the targets of workplace bullying are not the weakest players—they are often the strongest.
Let’s say that again. The common misconception is that, like schoolyard bullying, the targets of workplace bullying are loners, or “weird” or the people who “don’t fit.” In fact, the reverse is true.
People become targets because something about them is threatening to the bully. Often, they are more skilled, more technically proficient, have a higher EQ or people just like them better. They are often workplace veterans who mentor new hires.
A quote from the Workplace Bullying Institute: “WBI research findings and conversations with thousands of targets have confirmed that targets appear to be the veteran and most skilled person in the workgroup.”
Now the bully tends to be someone who is skilled at manipulating and controlling, but while they see everything as a competition, they do not feel skilled/competent enough to compete on their own merits. Hence, they bully as a futile attempt to feel more powerful.
The bully often works hard to create the perception that they are strong by putting down and blaming others. Often the boss of the bully knows the bully is “disliked” but thinks that the organization cannot do without them and makes “allowances.” The bullying is framed as “personality conflict.”
What Bullying Is Costing Your Company
When you, as the leader of an organization, allow bullying to occur, you create at least five problems:
Problem 1. The target of the bullying will experience a loss of confidence and an increase in stress that often shows up in health problems. Their performance will decline. They may need more time off to recover. So you have lower performance by at least one person, the target.
Problem 2. By allowing the bullying to continue, you are accepting a toxic culture, prevalent Critter State, and reduced performance and morale. The people witnessing the bullying will have to choose to side with the bully, leave, risk retribution by speaking out, or remain passive and try to stay under the bully’s radar. To be non-threatening to the bully, they may lower their performance in some way.
The 3rd problem created by tolerating bullying: Eventually the target will have no recourse but to leave. Research has shown that the vast majority of targets eventually leave. You now have lost a good employee and have all the costs of a new hire.
Problem 4. You have the almost certain guarantee that the
Wow! So insightful!
Christine delivers amazing content that benefits anyone who is interested in personal or business growth. I was familiar with her writing on Forbes, and she carried that great content and knowledge right to the podcast!