How many of us have ever worked for someone or with someone that when we saw their name on the caller ID we dreaded picking up the phone?! Frankly, I believe most of us have probably been on both ends of the phone at one point of another – the caller AND the person being called. Lets face it: neither position ever feels good. What are a few basic steps we can take proactively to minimize having to make the “dreaded call”?

We have all experienced betrayal at one time or another. The form of betrayal could be as seemingly minor as a collection of friends excluding us from a special celebration to something as major as a colleague stealing intellectual property or bearing false witness against another. These are certainly not pleasant experiences in life; yet, that is why this life experience is is called ‘earth school’ – we are all learning lessons.

Each of us, at one time or another, may feel we have been thrown into the deep end of the pool. I have personally watched many executives over the years use techniques when they were trying to raise capital for a new round of financing or when they were attempting to lead through influence in a new position – and they have confided in me, after the fact, that they were not really sure what to do. What can we do so we at least appear (or sound) like we “get it” and know what to do?

Anxiety and stress seldom lead to anything productive. Stress can be paralyzing and frustrating. I have a number of CEO clients who are juggling as fast as they can, and they still are not feeling on top of their game. We have all been there at one time or another – and many have unfortunately made stress an integral part of their lives. What can we do?

Years ago I wrote an article on whether it was important to be liked to be successful. My readers weighed in on all sides of the discussion. Amazingly, this topic continues to come up over dinner tables, cocktail conversations, and even executive coaching sessions. Is it really that important – or is respect really what we want? Are they mutually inclusive or exclusive?

A number of my clients are working alongside mentors. Some of these mentors have been chosen by the leader. With others, the mentors have singled out the leader as a high-potential individual with whom they want to partner; and still others have been assigned a mentor through a formalized mentoring program sponsored within their organization. Often I am asked, how do I make the most of this relationship?

Recently I had a friend tell me, unsolicited, that I needed to consider a complete makeover…..hair, dress, make-up, and an overall updating of my appearance, given that I was growing older. After the initial hurt feelings, I began to wonder if she was not only right; it also led me to consider what other areas beyond just my appearance may need a complete overhaul as well.

Recently I was taking the exams to renew my Texas Real Estate license, which I have had since early 2003. I was struck by the simplicity of one of the principles on the test which was taken from a gold standard in the field of business books. They referenced that every business transaction can be broken down into 5 basic attributes. What are they and how does this apply to me, as an individual?

Have you ever been talking to someone and felt they were not really listening to you? Perhaps their eyes glaze over, they are constantly checking their Iphone or they are frantically writing something down so they will be prepared to ‘interject’ and interrupt with their own juicy bit of insight or knowledge. To say this is frustrating, and often insulting, is an understatement. As leaders, one of the most important yet least applied skills is the art of listening. What does that ‘art’ look like?

Recently I have been coaching a few leaders and executives who feel the best years of their life have passed them by. They lament to me that they are not where they thought they would be or where they want to be at this stage in their lives. We know intellectually that nothing is stagnate, and yet often we get stuck. We get riddled in our own stories of where we think we ‘should be’ or where we think others think we ‘should be’.