JMReid Group Blog

Act like a Child

Posted by John Reid on Jun 11, 2018 12:41:32 PM

Go to any office in America and you will probably hear about the childish behavior of some co-workers. Managers will express frustration that their direct reports are acting like children. The implication is that acting like a child is a problem because a child doesn’t play nice, doesn’t share, and has no initiative or accountability. This is an insult to children - since we can all learn a lot from our former selves.

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Topics: brain science, coaching, communication, leadership, trust, vulnerability, listening, understanding, coaching and brain science, relationship

The Challenge of Epictetus' Epistemology

Posted by John Reid on May 16, 2018 7:33:15 PM

epictetus-1Trust is key to any organization’s success. We all recognize its importance. We want trust in our workplace: from our co-workers, supervisors, and clients. Most people consider themselves to be great models of trust. The truth, however, is that there is a gap between that perception and reality—a gap which has proven problematic from a learning perspective.

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Topics: change, trust, vulnerability, cooperation, insight, understanding, facilitation skills

Liberating Structures

Posted by John Reid on Apr 10, 2018 4:45:39 PM

Have you ever felt like you work in a parallel universe? Perhaps you walk into the office and immediately feel like you have stepped into a poorly scripted episode of the Twilight Zone, where there seems to be an alternate reality in which passive-aggressiveness reigns and accountability is nonexistent. If your office refrigerator is littered with handwritten signs and your company’s values are more often discussed than put into action, your company has an organizational honesty problem.

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Topics: change, trust, vulnerability, cooperation, insight, understanding, facilitation skills

Upside and Downside of Optimism in Sales

Posted by John Reid on Mar 14, 2018 1:48:49 PM

As children, people would tell us we could either view the glass as half-full or half-empty. This point of view would then define how we look at life. Are you an optimist or a pessimist? Just think of that half-filled (or half-empty) beverage and you have your answer. We use these terms to then define ourselves and others in these simple terms. In 1990, however, Martin Seligman proved that optimism can be learned—by anybody at any age. Pessimists couldn’t believe it! Peter Schulman then demonstrated that optimists sold 35% more than pessimists. Optimism suddenly became a trait worth hiring for in sales.

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Topics: insight, training design, sales, sales pipeline

Challenger Selling Revisited

Posted by John Reid on Feb 12, 2018 9:39:25 PM

If Peter Drucker is the father of modern business then Dale Carnegie is its savvy uncle. The one who seems to have loads of insight and income, though you’re not exactly sure where either came from. His book “How to Win Friends and Influence People” has taught generations of salespeople how to be more likable, persuasive, and effective. At the very core of Uncle Dale’s method is relationship-building—in order to be successful, you need to be honest, engaged, and generally enjoyable to be around.

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Topics: brain science, coaching, communication, insight, training design, sales, relationship

Mindfulness for Business

Posted by Corena Chase on Jan 19, 2018 1:39:22 PM

Why is everyone talking about this mindfulness thing these days?

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Topics: brain science, coaching, communication, insight, mindfulness

Your Workplace Learner: tabula rasa?

Posted by John Reid on Dec 4, 2017 9:21:02 AM

Are your employees tabula rasa?

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Topics: training design, learner engagement, curriculum design

Design High

Posted by John Reid on Nov 2, 2017 4:06:58 PM

Stop feeding the lowest common denominator

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Topics: training design, learner engagement, curriculum design

Facilitation Must Evolve

Posted by John Reid on Sep 29, 2017 4:12:23 PM

Selling has evolved. Training and facilitation is next.

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Change Models Have Failed Us – But, We’ll Be Just Fine

Posted by Lynae Steinhagen, JMReid Group Faculty on Sep 14, 2017 10:11:49 AM

Everyone likes a good change model, especially me. I’ve been guilty of buying into the fallacy that change models perpetuate: it will all be okay. That’s what change models do: they address our emotional need for certainty or security. The models tell us (and we believe) that if we just follow the pattern – from beginning to middle to end – we’ll happily reach the finish line. But, that’s not how the world works.

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Topics: leadership, change, change management

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