CHAPTER 
Expand Tribal Power
Help your tribe navigate any obstacle, thrive on feedback, and redefine their personal best.
Figure 9.1 The Resilience Cycle: Expand Tribal Power
PROBLEM
Sue, the CMO at a Midwest insurance company, receives a litany of excuses from her VP of marketing when deadlines are missed. And he continues to miss them.
Dan, VP of sales at a Silicon Valley software company, runs himself ragged tracking the performance of his salespeople and cajoling them into using the customer relationship management (CRM) system. He often donates time from his own assistant to do the salespeople’s CRM data entry.
Karen, VP of talent at an East Coast professional services firm, has frequent challenges with one of the firm’s top consultants. He changes agreements constantly, says he doesn’t remember promises made, and even bullies her and her team.
PROMISE
Do any of the above examples resonate with you? Have you experienced similar challenges yourself or witnessed them with others? What do all these leaders have in common?
They’re being “inappropriately small” and letting their direct reports become “inappropriately big” by default. They’re not owning their role and the power and authority it brings. They’re not standing in what we at STI refer to as their Energetic Weight.
Energetic Weight is like the foundational components of a building. If one pillar is out of place, the structure gets wobbly. If one pillar is too big or too small, the ceiling tilts and loses balance. If you don’t stand in your Energetic Weight, someone else will, or if you’re the leader, anarchy will result.
Expanding your tribe’s power begins with expanding your own via Energetic Weight. After that, you need to use Myelination Practice, the Feedback Frame, and possibly other tools such as the Four Conversations to get people back to their proper weight. If things still don’t improve—which is unlikely—use the Seven-Step Feedback Frame.
RESULT
Once I coached the CMO and the VPs to get them back in their Energetic Weight, the results were fantastic.
Sue no longer receives a litany of excuses from her VP of marketing when deadlines are missed. Because he doesn’t miss them. He understands now that this isn’t OK.
Dan no longer runs himself ragged tracking the performance of his salespeople and cajoling them into using the CRM system. They now understand that if they don’t enter the CRM data in a timely manner, they can find a job elsewhere. And his assistant now has time to implement cool sales contests to increase revenue.
Karen let the prima donna consultant go. Her team is much happier now.
You’ve come a long way! Now that you’ve reintegrated some wayward parts of yourself, gotten clear on the energetic expense of unhelpful emotions, and have some ability to self-regulate, let’s look at how you are showing up for others (and yourself).
ENERGETIC WEIGHT: THE ART OF SHOWING UP
Everything is energy. Everything. Einstein proved this truth ages ago. Now let’s apply it to the world of resilience and leadership. How we “show up” energetically is essential to building healthy teams and companies.
The concept of Energetic Weight is based on psychotherapist Bert Hellinger’s revolutionary work on Family Constellations and Systemic Constellations.1 Today his work is used in numerous transformative applications in relationships, business, politics, and countless disciplines.
In Hellinger’s work, he describes proper weight as someone occupying his or her appropriate position and role in a system. And each one is unique. For example, in a family system, the child is smaller than the parent; the child takes and the parent gives. Imagine how strange it would be for the child to be the caretaker. It would lead to great dysfunction.
Similarly, in an organization, a new employee has less responsibility and weight than the founding CEO. The employee must not start taking on the role of the CEO, as that wouldn’t serve anybody. The CEO, in turn, must not shy away from responsibility and try to have the weight of a new employee.
Energetic Weight is the energy, the power, the authority that comes with a given role. But does the individual with the role choose to use it? Standing in your Energetic Weight is about standing up for what you believe is right, doing the right thing, treating others with respect, and drawing the line when others are not honoring who you are and what your role represents.
You know that people are in their proper Energetic Weight when you feel confident about their competence. You experience them as having clarity on what they need to do. And you trust them to get on with it, without feeling compelled to micromanage them.
You know people are in their improper Energetic Weight when you feel you need to baby-sit them or you feel repulsed by the way they are trying to do everything else but work toward meeting their assigned responsibilities. They often pretend to be expert at things they have no expertise in.
Too many leaders, in an attempt to “be nice,” to fit in, to be popular, miss the opportunity to stand in their Energetic Weight. Then they wonder why they are mired in low-value activities, why their team doesn’t perform, why it’s hard to get things done through other people.
Think of Energetic Weight as a mantle you wear or even a crown. When you accept the responsibility of a given role, you “take on,” or wear, an energetic mantle of sorts. You agree to hold yourself to a higher standard than your prior role, perhaps, because this new role may convey more authority, carry more responsibility (such as financial accountability or the performance of a larger team). It requires you to ensure that your team honors your weight.
A while back, we had a temporary administrative assistant make a series of travel plan mistakes. They were big—even though my calendar said 9 a.m., the car service to take me to the airport had been told 9 p.m. The temp then got really flustered, so her leader had to dive in to fix things at a level she shouldn’t have had to work at. This reduced the leader’s Energetic Weight. Next, since the leader’s weight had been reduced to clean up this mess, she was now doing more low-value activities than she should’ve had to do, and this affected her leader. Which was me. So now my Energetic Weight was reduced because I wasn’t getting the support I needed.
Make sure your direct reports and their direct reports understand Energetic Weight! My assistant now screens administrative help more diligently for detail orientation, so we reframed this experience to be a learning one.
Tool: Energetic Weight
How is your Energetic Weight? Would you like to increase it?
Here’s a quick quiz to provide some insight. Answer yes or no to each of the following questions:
1. I spend 70 percent or more of my time on high-value activities.
2. I hold others accountable to their commitments even if they go into victim or persecutor behavior and try to make me “the bad guy.”
3. My team knows what is expected of them, and they come forth when they drop the ball—rarely do I have to mention it.
4. My peers know what to expect in our interactions, what’s OK and what’s not, and where the line is that they shouldn’t cross.
5. My supervisor (or boss or leader) wouldn’t dream of delegating work to me that could be given to someone more junior.
6. My team wouldn’t dream of bouncing delegated work back to me, their leader.
7. I am known as fair, direct, and collaborative and as a straight shooter. This is why people trust me—I don’t play games, I give others credit when due, and I continuously elevate and cultivate others.
8. I see my role as a privilege, not an entitlement. I am here to serve my company’s mission, fulfill its vision, honor its values, and make a positive contribution to its clients, partners, and team.
9. I complete the work I am able to complete that is appropriate for my role and the amount of time I dedicate to work. I don’t self-sacrifice and work excessive hours—that would reduce my work quality, and it would also mean either I am not delegating enough or I am taking on more work than is healthy or appropriate.
10. I am OK with conflict and stress. If I disagree with something, I say so, in a respectful way, with the reasons why. If others try to shoot down my ideas, I get curious and find out what I may have missed. When under stress, I stay calm and move through it. We’re all works in progress, and that’s OK. We’ll get through it together.
Here’s an interpretation of the scores:
0 to 3 yes answers: It’s time to get a coach to work on building your Energetic Weight. Start to uncover the stories you’re telling yourself about being seen, having power, and claiming your rightful place. It may be time to rewrite them.
4 to 6 yes answers: You’re on your way. Hone your skills, expand your heart, ground your energy into the earth, and be the glorious human being you are. Now comes the best part: you get to help others understand this too.
7+ yes answers: Optimization is your adventure now. Let’s see how mentally clear, how inwardly still, and how authentic and transparent you can be. It will be of great benefit to those you have the good fortune to work with.
The more appropriately we honor our Energetic Weight, the greater we can individuate, or live according to who we really are. As Joseph Campbell said, “The privilege of a lifetime is finding out who you are.” The greater the individuation, the less we crave belonging to things outside of us because we are truly confident and comfortable in who we are. The greater the individuation is, the greater the creational authority. This means we can create whatever we want without thinking, “We can’t because we’re not _______ [fill in the blank with “good enough,” “smart enough,” or something else].” The person with proper, sustained Energetic Weight earns proper individuation and has high creational authority.
To consistently “stand” in your Energetic Weight, it is necessary to do three things:
• Relinquish the ego’s perpetual quest to control and/or seek approval.
• Understand which of your Organismic Rights (Chapter 4) is contributing to your “playing small” or not standing fully in your Energetic Weight.
• Assess your and your team’s Leadership Levels (see PowerYourTribe.com), and map out a plan to increase them.
Understanding these three things and sharing this information with your key direct reports will enable you to invite them to stand in their true Energetic Weight.
Now sometimes we need to kick it up a notch. This is where clearing and recalling our energy makes all the difference.
Tool: Energy Recall
We all place energy out in the world—in people, places, projects, and elsewhere. We place energy generally in an attempt to get something accomplished (for example, we place energy in key colleagues to help them get a project done for us or our partners to get them to do what we want). We also place energy when we have a negative judgment about people—in that case, we’ll push our energy out to them to try to make them change.
The trouble is we often leave our energy where we placed it even when its purpose is complete. Countless clients of ours have gone through this Energy Recall process only to find they still had energy in former coworkers from years ago!
Here’s how it works:
1. Close your eyes. See a large golden sun about four feet above your head. This is your energy. Now, in your mind’s eye, flick a switch and notice that the sun is now magnetic. Ask it to call back your energy from wherever you have placed it: in other people, physical locations, specific projects, maybe even in your calendar. Many people see the energy coming back in disks, like pancakes or Frisbees; others see it as streaming energy or light. See it however you see it.
2. Regardless of the form the energy takes, track where it came from. Where had you placed it? You can do this by “looking” at who is at the other end of the returning energy. If you see energy as a disk, flip the recalled energy disk over. Can you see what is written on the back? Is it someone’s name, or a location, or a project? See the energy stream or disk rejoining your sun and merging back into it.
3. When you understand how much energy you are putting out and to whom, you will understand why you sometimes feel drained. Then you can work on putting energy into the positive alternative, the Relationship Bubble, which is the third part in each relationship—the “us.” With every relationship, something is being created, which is the merger of the two people, the joint “project.” When you put your energy there and not directly into the other person, you will not feel drained.
4. Once your energy is recalled, flip a switch on the sun and see the energy in the form of golden light pouring down into you and over you until you’re solid golden light. Then see it radiating off you to your office, town, state, country, and the globe.
Visit www.PowerYourTribe.com for a video that will guide you through this process. This technique was taught to me in many variations by several teachers, including Myra Lewin (www.halepule.com) and others. I am grateful to them all.
Once you’ve gotten present to your Energetic Weight and are regularly increasing it by using tools such as the Energy Recall, you can up your game with Myelination Practice.
MYELINATION: HOW YOUR BRAIN GETS SMARTER
“What’s your greatest fear?” I asked Bill Gates one night at a Thai restaurant as we slurped Tom Yum Gai.
“Easy—not getting smarter.”
Bill then laid out his plan to ensure that he’d always be surrounded by super smart people.
Maybe he didn’t know about myelin.
The Smarter Secret
Let’s assume “smarter” means making better choices and getting more of what you want and less of what you don’t. Let’s assume “smarter” means learning things faster, having more aha moments, and breaking through mental barriers swiftly and with deep fulfillment. Myelination is how leaders rapidly shift behaviors, stay emotionally agile, maintain or increase their Energetic Weight, and help their teams to do the same.
Here’s how it works.
Roughly half of your brain is made of gray matter (where neural pathways are forged and reside), and the other half is made of white matter. More on this in a moment. First, it’s key to remember that neurons that fire together wire together. This means that to learn something new, to set a new habit in place, repetition is required. When you practice something deeply, intentionally, and with some element of struggle, a neural pathway is formed. Neurons are now firing together in a new sequence and thus are wiring together as a collective. Repeated firing signals that this neural pathway is important. Repeated firing with deep practice and either struggle or ecstasy alerts oligodendrocytes and astrocytes that this pathway needs to be upgraded, or insulated, and the process of myelination begins (Figure 9.2).
Figure 9.2 Myelination
The newly forged and repeatedly fired neural pathway is then insulated the way an electrical wire is wrapped in a protective coating. This pathway (gray matter) is strengthened via the myelin (white matter) insulation, and it is transformed from the equivalent of dial-up to broadband. Heavily myelinated neural pathways are up to 300 times faster—they’ve been optimized for speed and efficiency. They’ve also become the default behavior, as the brain will choose the most highly myelinated pathways (because clearly they are the most important). This is how we form new automatic behaviors, also known as “habits,” or habitual behavior choices.
What Einstein Did
When Einstein’s brain was autopsied in 1984, record amounts of myelin were found. Does it mean he was smarter than most? Not necessarily. Does it mean he persevered, failed, and kept learning and pushing forward with deep, focused practice? Yes.
I’ve been using this understanding of myelin and the myelination process with my executive coaching clients for the last few years. The results have been remarkable:
Anxiety removal: The COO of a $500 million consumer packaged goods company did three neuro-coaching sessions over a period of six weeks. Then I gave her myelination homework. One month later she no longer suffered from debilitating anxiety. It’s still absent six months later. This high-functioning CEO had suffered in silence for 47 years.
Managing emotions: A senior partner at a Fortune 100 financial services firm regularly got triggered by backstabbing and political maneuvers when dealing with some difficult partners whom he couldn’t avoid. He would get highly irritated, which affected his ability to be present and collaborative and to lead the team to the best outcome. We did four neuro-coaching sessions on this topic, plus myelination homework. He now navigates shark-infested waters with ease, diplomacy, and even a little humor.
Increased vision and innovation: The head of an R&D lab was stuck. He hadn’t had a good idea in ages, and the pressure was on, which only made matters worse. After three months of coaching and a few weeks of myelination practice, he designed three new products, with one already having preorders exceeding $100 million.
Now you know the secret: let’s start myelinating.
Tool: Myelination Practice
To myelinate properly, you must do three things:
1. Try a new behavior and persevere through the uncomfortable part of learning and stretching. Think back to when you learned the Outcome Frame. You had to spend 15 minutes doing it. Fifteen! Bet it felt like a long time. When you wanted to gloss over uncomfortable questions (such as “What of value might you risk or lose?”), you had to sit with them, dig deeper, and find an honest answer. It’s like doing the full set of reps at the gym when your muscles are screaming or running the last mile in the race when you are exhausted.
2. Do this new behavior repeatedly in intense bursts (and short is OK). Repetition is key—myelin is living tissue: if you stop firing a pathway for 30 days, the myelin will start to break down. Did you play the piano as a kid? If it’s been years since you’ve touched one and you try to play it, you’ll know what I am talking about. If you make this new behavior a priority by setting timers in your calendar or having a note next to your bed and on your desk, you’ll remember.
3. See, hear, and feel yourself doing the new behavior. Really get into it. Feel the good feelings and be totally in that desired state. Remember what Einstein said: “Imagination is everything—it is the preview of coming attractions.” Remember how you stepped deeply into the future you envisioned in the Outcome Frame to “test drive” the possible outcome? Do the same here. Dive in, all the way.
Imagination results in firing; repeated firing results in myelination. Observing someone who is excellent at a behavior you want to acquire or grow also helps myelination.
Innovators and thought leaders refuse to be “socialized into reasonableness,” into being told what is and isn’t possible. Don’t you cave in either!
Neuroscientists worldwide are increasingly studying myelin and its amazing impact on rapid learning, mastery, and neuroplasticity. So keep your circuits strong with deep, focused practice—myelination requires quality versus quantity. I ask clients to do the Myelination Practice I design for them for a minimum of 5 days in a row, five times per day, for only a few minutes each. For even better results, they do it for 10 days. What I find in coaching some of the top performers on the planet is that it is key to forge new—or turbocharge existing—pathways that are heavily insulated (myelinated) and that then become the default behavior pathways.
What new behaviors would you like? Find a neuroscience-based coach who uses myelination or design your own practice and get started. Now that you’ve got your own Energetic Weight stabilized, let’s help others shift their behaviors with some useful and easy feedback tools.
GIVING AND RECEIVING FEEDBACK: HOW TO MAKE RAISING THE BAR FUN
Giving feedback is an art. And it’s a necessary one because it helps us course-correct. And when done right, it promotes a culture of continuous improvement in which people don’t perceive failure as such but rather as an opportunity to learn, adjust, and capitalize.
Proper feedback is also an advanced version of consenting, something we covered in Chapter 3. Rather than resisting what is happening, consenting is about including what’s happening in your experience and making new choices. For example, if people have been ineffective in their role in sales, you don’t want them to resist their poor performance for the month. You want to create a space where they can include their result (or lack thereof), take the learning from the experience, and improve. If they stay in resistance, no improvement is available.
With frequent and proper feedback, you can train your team and organization to auto-course-correct. When the team understands that they can take their own action, have their own consequences, and release resistance to those consequences (if they seem negative), they are on their way to being a Smart Tribe that thrives no matter how turbulent the times. They get stronger and stronger with the currents of change rather than shrinking from the challenges that come with them.
Proper and frequent feedback is power for your tribe.
Tool: Feedback Frame
Here’s how to use the Feedback Frame for frequent, informal feedback. This tool has a very simple structure. There are only two statements:
• What worked or what’s working is [list things here].
• What I’d like [or need*] to see more of is [list things here].
*Note: The word “need” is used when you have given the same feedback previously and the person has not incorporated it. When the feedback is crucial, the word “need” can be used to create a stronger sense of urgency.
Make sure you have equal amounts of what worked or is working and what you’d like to see more of.
Also, make sure you encourage your team members to use this tool with you too—the Feedback Frame is most helpful when used up, down, and across the org chart. We all need feedback to learn and grow and connect with others and ourselves.
Tool: Four Conversations
Another method our clients like is the Four Conversations. The default stance here is to be curious, not angry or irritated. The Four Conversations are helpful to use when people have dropped accountability. Remember, be curious!
1. Are you OK? Always ask this the first time, as they may not be OK. A personal life challenge may have blindsided them, which is why they dropped the ball. If they are indeed OK, discuss the missed deadline, explain how accountability is essential at the organization so we can rely on one another, and help them with managing deadlines and time if necessary.
2. Is there too much on your plate? If a drop occurs again, check to see if there’s too much on their plate. You likely piled on the work, and they are buried. It’s time to prioritize. Have them make a list of their high-value and low-value activities and see what can be ditched, delegated, or deferred. See www.PowerYourTribe.com for a resource to help you.
3. Is this role not the right fit for you? The role may have become too big as your organization has grown. Find out if they have too many responsibilities or if the role just doesn’t work anymore. If they say it does, use the Seven-Step Feedback Frame that follows.
4. Do you really want to work here? If you’ve had all the previous conversations and you’ve tried the Seven-Step Feedback Frame and you are still seeing accountability drop, you need to have a heart-to-heart. Their behavior is showing they aren’t committed. It’s probably time to say sayonara.
Tool: Seven-Step Feedback Frame
Now and then we need to pull an employee or colleague aside and talk about performance. Here’s how to do it with respect and effectiveness, which keeps everyone in their Smart State. You can use this framework in any challenging situation, such as a conflict or misunderstanding, or a full counseling and turnaround scenario.
By the way, if you know a counseling and turnaround period is required, clarify the following issues before meeting with the employee or colleague:
• Determine what the counseling and turnaround period should be: 30, 60, or 90 days, depending on the complexity of the behavior change.
• Next, think through the specific behaviors you need changed, as well as what level of support you are willing to provide.
• Last, determine the consequences if the behavior does not change (demotion? termination?) or if the behavior does indeed change (keep current job? move to another team? get back on partner track?).
Good—now schedule the meeting with the employee or colleague who needs counseling and use the following Seven-Step Feedback Frame during the meeting.
Our clients love this process because it helps everyone get to a shared positive understanding for growth and resolution:
1. Set the stage. Explain why you’re meeting and the outcome you want so that you can form a collaborative turnaround plan.
2. State observable data and behavior. Here you describe specific behaviors that must change and provide examples so that the employee can “step into” the past scenarios.
3. Describe impact. Describe the damage that these behaviors are doing to others, the company, and the employee himself or herself.
4. Check problem acknowledgment. Do they agree that there is a problem? Do they agree this problem now must end? This is the most essential step. If you don’t reach agreement here, go back to step 1. Once agreement is reached, you’ll notice that steps 5 through 7 are more pleasant because the employee will now be engaged in finding a solution.
5. Create a plan together. Set a time period (30 to 90 days) in which you’ll meet weekly for 15 to 30 minutes to track their progress on releasing the challenging behaviors identified. Make the plan very specific in terms of what you need to see and when you’ll know you got the outcome you wanted. If the turnaround doesn’t occur, state clearly what the consequences will be (lost job, for example).
6. Check understanding. Is everything clear? Anything else you need to cover? Reiterate the desire for a positive resolution so the consequences can become irrelevant.
7. Build small agreements. Launch the plan and commit to ending the conflict once and for all. Be sure to track it frequently and make sure all concerned see the behavior change too. Some of our clients like to have the employees sign off on the above to ensure that this information gets in the talent and HR files (and the employees take this change effort seriously).
Here are some examples.
Patty’s Plan
Patty was an executive at an insurance company we worked with many years ago. She regularly showed up late to both internal and external meetings, played on her mobile phone or doodled during meetings, often interrupted the CEO in meetings, and got defensive when people tried to give her respectful feedback. She was also a bit of a loner and didn’t play well with others when collaboration was required. The CEO was finally ready for a Seven-Step Feedback Frame after she interrupted him repeatedly to “clarify” his points during an investor meeting.
What needs to change:
1. Show up on time to all meetings, phone calls, and appointments.
2. Be fully present and pay attention.
3. No interrupting: be respectful and understand your role.
4. No defending: collaborate, work with others.
If rapid change doesn’t occur within the first 30 days, her role will be changed to a nonexecutive role and her compensation will be reduced.
How we’ll monitor it:
Over this 30-day plan, weekly progress reports were due each Sunday by midnight (or sooner), stating progress in all four areas and what specifically Patty had changed or what she was implementing to make change permanent. Leadership also checked in with Patty’s colleagues to ensure that they experienced the change too.
These terms were provided in written format so that Patty understood what was needed and what was at stake.
This format enabled Patty to finally “get” that she had to change these behaviors—or get a new job. She hunkered down, and we coached her through the root issues that caused these behaviors, and we also helped her build a stronger connection and rapport with her colleagues. Her behavior changed, and she got to keep her job.
Max’s Plan
Max was a graphic artist at an advertising agency. Although deeply gifted as a designer and an artist, he had some challenging behaviors. He often shut down or ignored people who had points of view different from his (note this cognitive bias from Chapter 8). Also, the organization had an overall cultural challenge of people talking over one another, and Max was the leader in this behavior. He often made decisions based on what benefited him, not the team, and he didn’t look out for others very often.
What needs to change:
1. Listen to and consider other points of view.
2. One person speaks at a time—no interrupting. If unclear, ask if the person is done talking.
3. We’re a unified front with a unified goal. We always have each other’s back. Period.
How we’ll measure it:
Weekly monitoring and discussion.
How we’ll know when we have it:
1. Max’s actions will put the company’s interests first and not his own, and he’ll be less concerned with title, position, and reporting structure.
2. Peers will no longer complain about his interrupting them.
3. Max will talk less and listen more.
We coached him for an intense 90 days to turn around his key challenging behaviors. He was a quick study, and he was super receptive to coaching, so we made great progress. Then his leader invested more deeply in Max due to his desire to grow and change. Now Max leads the entire design department, and we’ve had the pleasure of coaching him through two key revenue inflection points.
HOW DO YOU HANDLE FEEDBACK?
Here’s a feedback check-in for you:
• How skilled is your team at giving formal feedback?
• Does your tribe feel comfortable giving and receiving frequent and open feedback (both positive and negative)?
• How are accountability misses handled? Are responsibilities transparent?
1. Energetic Weight is made up of the energy, power, and authority that come with a given role. It is about owning the appropriate amount of authority and responsibility that comes with your role. When we are in proper Energetic Weight, things flow. When we are not, there is chaos.
2. We all place energy out in the world—in people, places, projects, and elsewhere—to get something accomplished. The trouble is that we often leave our energy where we placed it even when its purpose is complete. The Energy Recall process helps us recall energy that we may have left “out there” with coworkers from years ago!
3. Heavily myelinated neural pathways are up to 300 times faster—they’ve been optimized for speed and efficiency. They also become the default behavior, as the brain will choose the most highly myelinated pathways. Increasing myelination with practice helps us become more agile.
4. Giving proper feedback is necessary. The more we practice and encourage useful behaviors, the more automated they become. With frequent and proper feedback, you can train your team and organization to auto-course-correct.
5. When your team understands that they can take their own action, have their own consequences, and release resistance to those consequences, they are on their way to being a Smart Tribe that thrives no matter how turbulent the times.
• Energetic Weight, or how we “show up,” is essential to building healthy teams and companies.
• If you don’t stand in your Energetic Weight, someone else will, or if you’re the leader, anarchy will result.
• Too many leaders, in an attempt to “be nice,” to fit in, or to be popular, miss the opportunity to stand in their Energetic Weight.
• Giving feedback is an art. And it’s a necessary one because it helps us course-correct.
See this chapter’s section on www.PowerYourTribe.com for the following:
• Chapter Quick Take video
• Leadership Level Resource: Let your team self-assess their level and then discuss how to raise it.
• Energy Recall video
• Leadership Lunch Process: Peer-Based Coaching via a Book Club Format