MindsetGo ICommunicate Podcast: Recent Episodes
MindsetGo Podcast
Welcome to the ICommunicate Podcast where we develop the mindset and provide communication strategies to foster confidence, emotional intelligence, as well as organizational, team, or personal growth. Our progress and improvement is not limited to a training session; it embodies a constant cycle of self-reflection and continued learning on individual and communal levels.
Accountability, responsibility, and ownership. Most leaders use these words interchangeably, and that's exactly where excuses take root.
In this episode, Mark Altman sits down with Robert Hunt, CEO peer group leader at REF Dallas and co-author of Nobody Cares (Until You Do), to unpack why accountability is proactive and responsibility is reactive. They get into why leaders unknowingly hold their teams to a standard they don't apply to themselves, and how the language written into a company's core behaviors quietly decides whether its culture executes or makes excuses.
What You'll Learn
- The real difference between accountability, responsibility, and ownership, and why the word you choose changes what your team actually does
- Why excuses get accepted more often than leaders realize, and what that costs a growing company
- How to rewrite one core behavior to build proactive accountability instead of reactive responsibility
- Why a Culture of Excellence depends on defined language, not values on a wall
About Robert Hunt
Robert J. Hunt is “The Accountability Coach” and the co-author of the book "Nobody Cares (Until You Do)." He is an Executive Business Coach in DFW and has been leading monthly CEO Groups since 2013. Robert will share his experience and wisdom from years of helping his clients remove the obstacles that keep them from reaching their goals.
Robert is a follower of Jesus Christ, which is the foundation of all he does. He has been married 25 years to his beautiful wife Kathy and has two adult children also living in Texas. He is passionate about his faith, his purpose, his family, and his quest to help people live the life they really want.
Connect with Robert Hunt
- LinkedIn: https://www.linkedin.com/in/roberthuntceo/
- REF Dallas: https://refdallas.com/
For more information, visit http://mindsetgo.com, email info@mindsetgo.com or call 978-793-1159.
What if the smartest move you can make as a leader is to become deliberately lazy? Host Mark Altman and Tom Fafinski, founder of EPiC Peer Groups, unpack why change fails at the top and how executive peer groups produce the growth most owners try to force by working harder.
Tom Fafinski has built and sold two law practices and now runs EPiC Peer Groups, where member firms have averaged 186% revenue growth and 634% profit growth over five years. His edge isn't working harder. It's giving up the parts of the business that define him, handing the wins to other people, and shifting from doer to reviewer.
Mark pushes Tom on the real reason owners can't let go; it's not time, it's identity. The fear that someone on your team will become better than you at the thing you've always been known for. The two unpack how to coach belief systems instead of tasks, why the best leaders look more like Bill Belichick than Tom Brady, and how to build a team that tells you the truth instead of feeding you an AI-style echo chamber of "great question!"
Inside the episode:
- Niches to Riches: how Tom escaped a miserable 30-person firm by killing services and narrowing focus, then rode the hockey-stick growth that followed
- The Do Not Do List: the one-page discipline he uses to stop spending time on work that doesn't move the business
- The Spectrum Between Adventure and Fear: where every employee really sits, who you should never hire, and why your best people want ownership more than a bigger paycheck
Plus, the loneliness of the top job, why vulnerability and "laziness" are the same skill, and the science that says writing your commitments down is what stops you from rationalizing your way back to comfortable.
For more information, visit http://mindsetgo.com, email info@mindsetgo.com or call 978-793-1159.
Estate planning firm owners curious about EPiC Peer Groups can reach Tom at tom@epicpeergroup.com.
Ask most executives for the ROI of reflection and you'll get a blank stare. Yet self-awareness is the one input you can't delegate, and the patterns you don't examine in yourself quietly become the operating system for everyone you lead. Treated as a discipline, reflection stops being downtime and becomes a strategic advantage.
In this episode of iCommunicate, Mark Altman sits down with Josh Feigelson, president and CEO of the Institute for Jewish Spirituality and author of Eternal Questions, to unpack why high performers avoid sitting with their own thoughts, why inward accountability is harder than admitting you were wrong out loud, and how the "I'll just do it myself" script keeps leaders isolated and stuck.
You'll walk away with a working definition of reflection as preparation, a reframe of mindfulness as a discipline with real structure behind it, and the return most executives actually report once they start: clarity on the problems worth solving and the decisions in front of them. Josh closes with the smallest possible starting habit, one minute before you touch your phone, so building the practice doesn't require more time you don't have.
For leaders building a Culture of Excellence, this is a conversation about what reflection makes possible across an entire organization, not just a personal wellness tip.
For more information, visit MindsetGo.com, email info@mindsetgo.com or call 978-793-1159.
Learn more about Josh's work at JewishSpirituality.org.
Most teams don't underperform because of a lack of effort. They underperform because no one defined what "excellent" actually looks like.
In this episode of iCommunicate, Mark Altman exposes one of the most expensive blind spots in leadership: the assumption that your team knows the standard. The gap, between what leaders expect and what teams understand is where accountability quietly collapses, communication breaks down, and execution becomes a coin flip.
In this episode, you’ll learn:
- How service norms directly drive team performance and execution
- Why unclear expectations weaken accountability and trust
- How small communication habits quietly erode credibility
- How to define clear standards that strengthen organizational culture
- A practical shift to improve leadership communication and team alignment
Additional insights:
- Why most leaders overestimate how clear their expectations actually are
- How misalignment shows up in subtle but costly ways across teams
- The difference between activity and true execution
- How to eliminate ambiguity without micromanaging
- Why consistency, not intensity, drives high-performing teams
- How to create shared definitions of “good” across your organization
- The hidden link between clarity and executive presence
- How to build a culture where expectations are understood, not assumed
- Why unclear standards quietly slow down growth and decision-making
This episode is built for CEOs, founders, and senior leaders who want to improve team performance, strengthen organizational culture, and eliminate the friction caused by unclear expectations. It’s especially valuable for anyone leading growing teams, managing change, or trying to create consistency without micromanaging.
In today’s volatile business environment, change leadership is no longer optional, it’s a core executive competency.
In this episode of iCommunicate, host Mark Altman sits down with Phil Ianniello, Managing Director at Bank of America Securities, to break down how C-suite leaders can shift mindsets, strengthen executive presence, and help their organizations move from surviving change to thriving in uncertainty.
If you’re a CEO, founder, or senior executive navigating AI disruption, economic uncertainty, organizational transformation, or large-scale workforce change, this conversation delivers practical, real-world leadership strategies you can apply immediately.
In This Episode, You’ll Learn:
- How to reframe organizational change from threat to opportunity
- The role of empathy in leadership and executive communication skills
- Why “control what you can control” can undermine employee engagement
- A practical framework for assessing change readiness
- The difference between consensus leadership and the “disagree and commit” strategy
- How to prevent failure during cascading communication
- Why employee resistance to change often stems from indifference
- How to inspire change using thought-provoking questions instead of persuasion
You’ll also gain insight into:
- Leadership during uncertainty
- Change management strategy
- Building trust in the modern workplace
- Navigating AI in the workplace
- Strengthening organizational culture during disruption
- Driving sustainable growth through mindset shift
This episode is essential listening for executives focused on strategic leadership, executive communication, organizational culture, and leading through change in unpredictable markets.
If you’re looking to improve leadership communication, build buy-in across teams, and create a culture that adapts instead of resists — this episode will give you a practical roadmap.
In this episode of iCommunicate, Mark Altman examines the underlying drivers of resistance that quietly undermine performance, alignment, and execution. The conversation reframes resistance as a signal, not a problem, and challenges leaders to rethink how mindset, accountability, and organizational dynamics influence change. You’ll walk away with a sharper lens for diagnosing barriers, elevating dialogue, and accelerating sustainable transformation.
For more information, visit http://mindsetgo.com, email info@mindsetgo.com or call 978-793-1159.
In this episode of iCommunicate, MindsetGo Founder Mark Altman reveals why most coaching conversations fall short of creating real change. Mark challenges leaders to look beyond foundational alignment and recognize when developmental conversations are merely feel-good moments versus catalysts for transformation. You'll discover a practical framework for evaluating whether your coaching is actually effective and learn how to bridge the gap between intention and execution.
Visit Mindsetgo.com or call 978-793-1159 for more information.
In this episode of iCommunicate, MindsetGo Founder Mark Altman reveals the true power of inspiration and why it's not just a top-down responsibility. Mark challenges leaders to recognize that inspiration happens in everyday moments. You'll discover why inspiration can flow in any direction and learn the four foundational elements that transform routine conversations into coaching moments that genuinely inspire action. Gain practical insights on moving people from intention to execution and building a culture where development becomes inevitable.
Visit Mindsetgo.com or call 978-793-1159 for more information.
In this episode of iCommunicate, MindsetGo Founder Mark Altman reveals the three essential criteria for determining if someone is truly coachable. Mark challenges the assumption that unresponsive team members are simply difficult, showing how to surface the real barriers that prevent people from meeting expectations. You'll discover powerful open-ended questions that uncover root causes of the real problems. Gain practical strategies to inspire motivation and create the psychological safety necessary for genuine behavior change.
Visit Mindsetgo.com or call 978-793-1159 for more information.
In this episode of ICommunicate, MindsetGo Founder Mark Altman breaks down the crucial differences between coaching, mentoring, and consulting. Mark provides strategies to uncover fears and control myths that keep leaders stuck in advice mode and share the red flags that signal someone needs coaching. You'll discover powerful questions that surface hidden fears and obstacles and what it takes to facilitate behavior change.
For more information, visit mindsetgo.com, email info@mindsetgo.com or call 978-793-1159.
Congratulations, you’ve achieved a goal! But why should we be proud of ourselves? In this episode of ICommunicate, MindsetGo President Mark Altman discusses how to accurately assess your progress, manage our self-esteem in challenging times, and utilize a mix of feedback and past experiences to construct a personal success template. Segment 1: All of the failure and success we’ve experienced over the course of our careers means nothing if we don’t seek to improve. How do we measure progress if there is no achievement? How can we alter our mindset to notice areas where we can improve?Segment 2:Stay interviews are a prime opportunity to garner a deep understanding of our employees, their goals, and their progress towards the company’s goals. How are we measuring performance reviews from one year to the next, and why is it so important that we keep track of that progress? What is “internal customer service,” and how can it be a major factor in shifting company culture?Segment 3: Process is not simply an agenda -- it’s a structure that’s meant to enhance efficiency, communication, and success. What are the components to creating an efficient process for ourselves and our team?Segment 4: We all have goals, but what’s the point in setting them? Where does our confidence come from, and how can that knowledge shape our approach to problem solving going forward? What are SMART goals, and how can we use this template to achieve tangible goals and recognize progress?
Why do we so often run into situations where either we feel treated unfairly or someone else feels as though they’ve been treated unfairly? In this episode of ICommunicate, MindsetGo Founder and President Mark Altman discusses how to navigate “fairness” in all aspects – at home, in our personal lives and at work. Why do “unfair” situations arise in the first place? Can we get ahead of them? How can we rewire our mindset to overcome unfair situations? Segment 1: At work and in life, how do we cope with the feeling of losing control? How do we react when we feel as though we’re being treated unfairly? How can we manage when someone feels as though they are being treated unfairly? Are there steps we can take to prevent feelings of unfairness from festering and boiling over? Why do we feel as though we have to apologize for our emotions? Segment 2:How can we influence outcomes by reframing information and situations? What’s the deal with luck – is it necessary? Can we create our own luck? What leads to disappointment in life and in business? Can we separate our mindset from entitlement? Segment 3: Why do we perceive situations as unfair? How can we get past a negative mindset when it comes to fairness? Who do you go to when you want to vent about fairness or a frustrating situation? What role is that person playing? Why does gratitude sometimes feel disingenuous? Is there a productive way to complain? Segment 4:What’s the best way to express gratitude? How can we be more mindful with what we’re grateful for? How can we effectively evaluate ourselves? If I pitch my boss an idea and they shut it down – where do I go from there? How can I reframe that situation to produce success?
Why do we so often run into situations where either we feel treated unfairly or someone else feels as though they’ve been treated unfairly? In this episode of ICommunicate, MindsetGo Founder and President Mark Altman discusses how to navigate “fairness” in all aspects – at home, in our personal lives and at work. Why do “unfair” situations arise in the first place? Can we get ahead of them? How can we rewire our mindset to overcome unfair situations?
Segment 1:
At work and in life, how do we cope with the feeling of losing control? How do we react when we feel as though we’re being treated unfairly? How can we manage when someone feels as though they are being treated unfairly? Are there steps we can take to prevent feelings of unfairness from festering and boiling over? Why do we feel as though we have to apologize for our emotions?
Segment 2:
How can we influence outcomes by reframing information and situations? What’s the deal with luck – is it necessary? Can we create our own luck? What leads to disappointment in life and in business? Can we separate our mindset from entitlement?
Segment 3:
Why do we perceive situations as unfair? How can we get past a negative mindset when it comes to fairness? Who do you go to when you want to vent about fairness or a frustrating situation? What role is that person playing? Why does gratitude sometimes feel disingenuous? Is there a productive way to complain?
Segment 4:
What’s the best way to express gratitude? How can we be more mindful with what we’re grateful for? How can we effectively evaluate ourselves? If I pitch my boss an idea and they shut it down – where do I go from there? How can I reframe that situation to produce success?
We’ve all run into issues surrounding giving, kind gestures and reciprocity. Someone didn’t thank us. They didn’t even acknowledge our kindness. Maybe someone expected us to thank them for something that didn’t warrant it. How can we navigate reciprocity in the professional world? When is it appropriate to expect someone to “return the favor?” When is it necessary we return a favor ourselves? MindsetGo Founder Mark Altman breaks down the messy, unclear world of reciprocity.
Segment 1:
What’s the most effective way to share your point of view? Whether you’re upset, happy, confused or anything else - is there a surefire way to communicate this to others without being perceived negatively? How can we navigate making kind efforts when others don’t show their appreciation?
Segment 2:
What’s proper etiquette surrounding professional referrals? What do we want in return, and what should we give in return? Why does anger and resentment build up when it comes to reciprocity? How can we prevent it in the first place?
Segment 3:
Servers at restaurants use one simple trick proven to generate a better tip. What is that trick and can it be leveraged in business? How often are you offered “free consultations?” Is there a way we can leverage those into tangible results that aren’t simply sales pitches? Can we make these free consultations from trainers, consultants, etc. worth our time? How can we beat the status quo when it comes to “thank you’s?” How can we unlock a truly meaningful way to thank someone professionally?
Segment 4:
Why don’t employees want to take initiative? What are the benefits of taking initiative? Is there a way to take initiative even when we are busy? How can I get my employees to take initiative more often? Why are so many of our decisions based on outcomes? Can we rewire the way we take action and produce desired outcomes?
Are motivational speakers overrated? MindsetGo Founder Mark Altman gets down to the roots of motivation. Is depending on other people the most effective strategy to motivate yourself? It’s one thing to know how to motivate yourself, but when leaders are promoted before they’re ready, do they know how to motivate and inspire others?
Segment 1:
What fuels rivalries? Why does anger escalate to regretful action? Why do athletes get more focused, intense, and ready for some games and not others? How does this relate to business? What goes into our response to failure?
Segment 2:
Who do we idolize as humans and why? Where does competitiveness come from? Is it artificial to manufacture motivation through competition? Is “cheating” to generate motivation effective? What are the best “cheats” to increase productivity and success?
Segment 3:
What goes into finding our “spark?” What are the various factors that innately motivate us? Is there a better way to find motivation? How can we leverage other people to motivate us? How can bosses, coworkers and rivals motivate us at work? How can we fix promotions at work? How should we evaluate people for leadership positions? What does lead by example really mean?
Segment 4:
How do people stay self-motivated? How can we easily motivate others? Is there an easy, straightforward strategy to motivate others? Do you really know how to motivate yourself? What’s stopping you?
Why is transparency such a difficult line to toe in the workplace? In this episode of ICommunicate, MindsetGo President Mark Altman discusses solutions to common problems relating to transparency. How do we know if we are oversharing? How do we know when we need to be more proactively communicative? What is the motivation behind transparency? How should we handle it internally compared to with our clients?
Segment 1:
When we decide to be fully transparent, what is our end goal? Why do we choose to be fully transparent sometimes and not other times? When should we employ authentic communication? If the stakes are high, how can we be authentic while still being empathetic?
Segment 2:
How do we navigate transparency with clients? How do we navigate internal transparency? When is being too transparent detrimental to our team? What is our process for making decisions regarding transparency?
Segment 3:
Why are we reacting to problematic situations instead of preventing them? Is your internal communication contributing to confusion? How can we make sure our internal communication delivers clarity? How can we nail down a return on investment for training when it comes to improving internal communication?
Segment 4:
What’s the difference between transparency and oversharing? It feels as though we’re riding a razor-thin line, how can we be successful with our levels of communication and transparency? How can you effectively communicate amongst various generations in your workplace?
Know yourself, know your needs, and know how to get what you need. In this episode of ICommunicate, MindsetGo President Mark Altman discusses overcoming the fear of judgment and learning strategies to advocate for ourselves.
Segment 1:
We all know that advocating for ourselves can be beneficial, but what’s stopping us? What internal and external factors make us feel uncomfortable standing up for ourselves? How can we advocate for ourselves without worrying about judgment from others?
Segment 2:
Often when faced with conflict, we tend to react emotionally -- but what happens when we take a step back and break down the problem? What is the recipe for self advocacy, and how can I implement it into my own life? How can your internal voice make or break the process of self advocacy?
Segment 3:
Now that we’ve worked up the courage to have the conversation, how can we adapt on the fly to get what we need? How can lessening our ask increase our chances for getting leeway? Once you’ve advocated for yourself, what are the next steps to ensure that you get the results that you need?
Segment 4:
What’s the worst thing that could happen when we advocate for ourselves? We’re judged. How do we balance the risk-reward of asking for a second opinion? How do motivation, fears, and benefits factor into our decision to advocate?
How can we take the burden out of the performance review process? In this episode of ICommunicate, MindsetGo President Mark Altman dives into the topic of performance reviews. If we’re assigned to give the reviews, how can we maximize their effectiveness and avoid resentment from the person we’re reviewing?
Segment 1:
What prevents a leader from giving effective performance reviews? Is our feedback and evaluation process feeding into a negative review experience? It starts with word choice. How can word choice and emotional agility transform our performance review strategy and results?
Segment 2:
Why do we have rating systems in performance reviews? What’s the point of a 1-5 scale if we can’t agree on what goes into it? How can we install a rating system that’s fair for both the leader and the employee? What are the best ways to get to the root causes of why an employee is struggling in certain areas?
Segment 3:
How can we proactively set expectations to ensure performance reviews don’t blindside anyone? What’s the key to preventing conflict, as opposed to resolving conflict? Why are misinterpretation, hurt feelings and resentment so common when it comes to performance reviews, especially surrounding compensation?
Segment 4:
Why do you care what your team members think of you? What is a “360” review process and why has it transformed these interactions for the better? How can we be more receptive to feedback? How can being more receptive to feedback transform our attitude and productivity?
What’s your template for success? In this episode of ICommunicate, MindsetGo President Mark Altman and his 16-year-old son Cole Altman discuss why success templates are THE essential tool to help people of all ages build and sustain confidence and motivation.
Segment 1:
When you’re evaluating your performance, whether it be in the workplace or in personal projects, can you accurately identify what you did well? How can creating our own success template reshape the way we prepare for future challenges? How should we respond when we default to a negative response when evaluating ourselves?
Segment 2:
If we can’t establish standards and expectations when evaluating ourselves, how can we expect to properly assess the performance of other people? When we’re not meeting our own expectations, how can we pinpoint the root cause of the issue?
Segment 3:
It’s one thing to take a compliment at face value, but another to dig deep into why the person giving the feedback felt that way about your performance. How can we create a positive feedback process in order to give consistent and meaningful assessments? Why is it important that we understand the root cause of somebody’s feedback?
Segment 4:
Have you ever considered why we only seek feedback after doing something bad? How can asking for feedback in positive and negative situations improve your success template? What is the elephant in the room technique, and how can we use it to generate honest and meaningful feedback from our peers?
In this episode of ICommunicate, MindsetGo President and Founder Mark Altman is joined by Michael Ferguson to discuss how embracing change leads to a more positive and productive company culture, encouraging feedback from employees, and monitoring the engagement level of our teams.
Segment 1:
What can often prove more difficult than changing a habit is recognizing what needs to be changed in the first place. How do we know when something about our attitude or behaviors needs to change? What awareness can we gain from taking the time to self-reflect on our own actions and productivity?
Segment 2:
With only so much time in a day, we’re faced with the daunting task of deciding what takes priority and what gets pushed to the wayside. Where should team engagement be on that list of priorities, and how can we fit the time into our schedule to check in on them? How do we shift our attitude around team engagement check-ins from tedious and time consuming to productive and fulfilling?
Segment 3:
One of the most difficult aspects of change is embracing a new mindset rather than just viewing it as “necessary.” How can sharing challenges with our kids help to teach them about empathy and the process of problem-solving? Why should leaders be excited about the opportunity to meet with their teams and check in on their engagement?
Segment 4:
Far too often, company culture is an aspect of a leader’s job that isn’t prioritized nearly as much as it needs to be. How can we ensure that people within our teams are communicating and engaging with one another, including remote workers? How can productivity be negatively affected when we don’t prioritize company culture?
In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the biggest boundary for leaders; Getting people to speak their truth. Learn how to have difficult conversations to truly understand and improve the engagement level of team members.
Segment 1:
What we’ve come to understand after living through a pandemic is that a leader’s greatest weakness is uncertainty. When we are feeling uncertain about a particular issue, how should we be shifting our mindset to meet people where they’re at and collaborating on solutions? What are the greatest core competencies of leadership, and how can we be certain that we possess them?
Segment 2:
Leaders -- how are you contributing to a culture where people feel comfortable speaking up for what they want and need? What process can we utilize when engaging in a conversation about feedback to ensure that expectations are clear and agreed upon? How can asking for permission to give feedback shift the culture of your workplace positively?
Segment 3:
Have you taken the time to consider the warning signs of a quiet quitter? Could you even recognize them if you saw them? Why should leaders be treating emotions as valuable information rather than simply an obstacle to productivity? What questions should we be asking our team to test their level of engagement?
Segment 4:
How do past life experiences factor into an employee’s ability to be honest with their leaders? How can we use empathy to confront our team on their comfortability within the workplace? Before we can have conversations with our team regarding their honest feelings and opinions about their experiences in the workplace, we have to dismantle the biggest boundary of them all: vulnerability.
In this episode of ICommunicate, MindsetGo President and Founder, Mark Altman, helps viewers navigate through the jungle that is conversation intelligence. Learn the art of setting expectations, creating channels to receive and deliver meaningful feedback, and responding to excuses or criticism.
Segment 1:
Assertiveness is a critical aspect of leadership communication when engaging with and influencing peers or direct reports. Learn the downside when leaders don’t take the time to diagnose problems correctly the first time? When your team falls short of expectations, what prevents you from approaching the issue from a different angle? How can we eliminate hesitation and fear, so we stop putting off difficult, but crucial conversations?
Segment 2:
Listening is constantly praised as a critical aspect in communication, yet we often only open our ears to what we want to hear. What’s the difference between listening to understand and listening to respond, and how can that impact our sphere of influence? What are the three necessary ingredients for productive, effective conversations?
Segment 3:
Without taking the precaution to ensure that you will have control over the flow of a conversation, the discussion could easily get derailed and end up becoming unproductive. How can we direct the flow of feedback in order to prevent ourselves from wasting time talking about things that needlessly extend conversations? Why is it essential to approach these conversations using empathy as a tool of influence?
Segment 4:
Leaders are put to the test when a conversation doesn’t go as planned based on their ability to respond and not react or get triggered. How should we respond to employees when they make excuses or deflect conversations?
In this episode of ICommunicate, Company Founder Mark Altman is joined by Chill Executive Officer of LEAD, Kyrah Altman, to discuss how nonprofits can generate leads through intrinsic motivators, differentiate from other organizations through vulnerability, and remain self-reliant for funding, all without diminishing their value or sacrificing their mission.
Segment 1:
When people think of nonprofit organizations, one of the biggest questions that come to mind is: how do we sustain success through self-reliance? How do we convince people that donating money towards a nonprofit is a worthwhile investment? How can salespeople serve human needs as opposed to selling a service?
Segment 2:
Every sale begins and ends with a story -- one of hope, determination, passion, and eventual triumph. How can we relay these stories to potential leads in a way that demonstrates the value of our product and our team, ultimately influencing their decision to do service with us? How does unconditional vulnerability affect a client’s perception of our business?
Segment 3:
Running a nonprofit organization becomes especially difficult given how rapidly employee wants and needs are developing -- nonprofits can’t always keep up with the benefits that people expect. What can nonprofits do to make potential employees understand the intrinsic value of working for them? How can nonprofits handle and build off of rejection without altering their mission?
Segment 4:
Although nonprofits tend to shy away from the same tactics that salespeople use, it is still essential for them to educate people on what makes them unique and valuable. How can nonprofits offering up free samples of their product or service generate clients without diminishing the value of the organization? How can we stay determined through failure and know when to adjust our differentiators?
In this episode of ICommunicate, Company Founder Mark Altman is joined by fellow MindsetGo trainer Joseph Lyman to discuss the consequences that stem from a lack of commitment, how to recognize when people aren’t prepared or confident to give you commitment and how to get people to speak their truth.
Segment 1:
When somebody fails to follow through on a commitment, should we blame it on a lack of effort or is there something more to it? What goes through the mind of somebody who gives themselves permission to bail on a task or meeting? How can we discern between a breakdown in communication and an excuse?
Segment 2:
Even our most reliable and committed leaders have moments where they lack the self-awareness to be emotionally intelligent -- but how can they improve on that? When we fail to honor a commitment, how can we rebuild trust with the people we let down?
Segment 3:
Our internal motivation and values derive from our own perceptions; thus, it can be difficult to align our goals with those of another person’s whose goals and values differ from ours. In cases like this, where two people collaborating do not see eye-to-eye, how can both parties still make commitments, and both feel heard? How can leaders establish a culture of open communication around commitment?
Segment 4:
Telling our leaders that we will “try” rather than “do” a task assumes that failure is part of the plan, thus creating a preemptive excuse in case we fail to follow through. How can we ensure that, after giving somebody a task, that they are comfortable enough to tell us if there is a factor that they are uncertain about? How can a slight change in tone or word choice be enough to deter or open up a peer?
In this episode of ICommunicate, Mark Altman is joined by Ben Brearley, a Leadership Coach, Trainer, and Consultant with over 15 years of leadership experience. They discuss what it means to be a thoughtful leader, in addition to the challenges that may impede long lasting influence and change.
Segment 1:
When can a leader be certain that they’ve made a lasting, positive impact on the person that they’re coaching? Why is it so essential that coaches avoid using the righting reflex when problem solving with a colleague?
Segment 2:
It’s one thing to consider ourselves a thoughtful leader, but another to embody what that actually means. What does it mean to be a thoughtful leader? What does a “thoughtful” conversation look like between a leader and their team, and how can it lead to necessary reform in company culture?
Segment 3:
There’s a huge difference between “communicating” and “communicating with intent” that not all leaders recognize. Where does the motivation to continue learning come from, and how do we fuel other people? What are some leadership tools that we may be overlooking?
Segment 4:
It’s inevitable that leaders will find themselves in positions that no toolkit can fully prepare them for. In those moments, how can we adapt and find new solutions on our own? What is the tall poppy syndrome, and how can it affect the morale and performance of your team?
In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, is joined by Marlyn Feliciano, and they discuss how to shape team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries and how to hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake?
Segment 1:
We’re more than leaders, we’re role models -- we should expect them to take our behavior to heart and hold us to our world. With that in mind, how can we shape our team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries? How can we turn around our workplace culture when people feel uncomfortable in that environment?
Segment 2:
When we’re not getting a productive response out of a coworker, a member of our team, or somebody that we’re trying to network with, the problem becomes managing our emotions and adapting to their preferred method of communication. How can we hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake?
Segment 3:
Holding people accountable can be like walking around glass, given how difficult it is to avoid coming off as stern or demeaning. What strategies around mindset can we employ that will make delivering and receiving feedback feel as though it’s coming from a place of empathy? How can we be assertive by leading with curiosity, as opposed to leading with emotions?
Segment 4:
An underrated, but essential, habit of an effective leader is to employ proper selfcare -- we can’t expect other people to trust us until we first trust ourselves. How can we make ourselves aware of the value we add towards our team and the work we do? How can we create reasonable expectations for ourselves that promote self growth and empowerment?
In this episode of ICommunicate, Tracy Burns, CEO of Northeast Human Resources Association (NEHRA), joins Kyrah Altman, Chill Officer of LEAD to discuss how to promote an environment that inspires vulnerability and collaboration as well as manage an employee’s recovery for setbacks like burnout and indecisiveness. In 2017, Tracy was featured in Boston Business Journal’s series “Women of Influence”. A sought-after expert in “all things HR”, Tracy is often quoted in local and national media outlets and has been featured on various industry-related podcasts, including The Hennessy Report and HR Rebooted.
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With workplaces needing to adapt to changing Covid policies, HR leaders have the opportunity to guide employees through difficult times. How can HR dissipate the fear of employees and feed into a transparent culture? What resources and tools can we offer employees to prevent burnout and increase engagement?
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In HR, it’s essential that we avoid blanket solutions for problems, and instead treat every employee as independent. How can we ensure that employees feel comfortable collaborating with HR on solutions to their problems? How can leaders help their team recover from burnout?
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With awareness of workplace culture and ethics increasing over the past few years, the job market is shifting in a way that allows employees more leverage. What’s the power in changing the language we use in our company culture, and how can that improve attitudes in the workplace? Why is it significant, now more than ever, that we allow employees the right to make mistakes?
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We’ve witnessed an unprecedented uptick in people questioning their satisfaction in the workplace. It’s time for leaders to help their teams find out what decisions are best for them. How can we motivate employees to feel as though they are making a significant contribution to the company as well as their own wellness? What behaviors should we be modeling to improve company culture?
When leaders go into problem-solve mode with quick-fix solutions, they often end up solving the wrong problem. In this episode of ICommunicate, Founder of MindsetGo, Mark Altman, addresses how leaders can stop enabling and start empowering their teams to develop essential problem solving skills.
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When we’re upset about a circumstance that we feel is out of our control, the last thing we want to hear from somebody is how our misfortune is actually an unrealized advantage. However, that might just be the case. How can we adjust to an advantage mindset? How can we grow and truly see the benefit of mistakes?
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What’s the three-step formula to giving feedback that will empower and motivate your employees? What do our past experiences and downfalls have to do with how we support our team while they overcome their own problems?
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Far too often, we find ourselves blaming other people or circumstances for our own problems. How can a little self-reflection open our eyes to what’s really going on when we get upset over something? How can you empathize with somebody without agreeing with them, and how can that be a powerful tool of influence?
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One of the biggest compliments you can receive as a leader is when a team member feels comfortable sharing a grievance with you. What practices can we adopt to get to that point with our teams? How can we dismantle the illusion of a workplace hierarchy within an employee so that they feel comfortable being vulnerable with their leaders?
In this episode of ICommunicate, Founder of MindsetGo, Mark Altman, discusses why leaders waste so much time having repeat performance conversations and how to problem solve while developing a team of critical thinkers. Listen and learn how to motivate people to change habits through cooperation and not compliance.
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When pushing for change in company culture, it’s essential that we’re able to influence other people by helping them recognize the need for change. How do we get cooperation from our team instead of just compliance, and why is it important to distinguish between the two? How can we inspire our team to want change, as opposed to it feeling forced upon them?
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The standard power dynamic in any workplace is: boss tells employee what to do, employee follows through -- but is that the optimal form of leadership? How do we shift the workplace culture in a way that promotes psychological safety and empowers our teams to speak up? What does it mean to be victimized, and why is it becoming an increasingly relevant topic?
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A key attribute that optimal leaders should strive for is the ability to empower employees enough to where they feel comfortable problem solving on their own. How can we frame feedback with our teams in a way that gives them the room to think critically? How can “asking for permission to help” in a situation give your employees the fuel that they need to advocate for themselves?
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What leaders often fail to recognize is that when their employees ask them for help, it’s because they’re striving for perfection. How do we construct conversations with employees to instill confidence as well as empowerment in them? How should we react to employees when they deflect a request of ours with excuses?
In this episode of ICommunicate, MindsetGo Founder Mark Altman, is joined by his daughter Kyrah Altman. Kyrah is the Founder and Chill Executive Officer of LEAD, which specializes in mental health and DEI based education for HR professionals and leadership teams. Mark and Kyrah discuss how to facilitate conversations where employees speak up for what they want and need and how to proactively prioritize mental health in the workplace.
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With mental health becoming a more critical component of workplace culture, it’s important to understand the factors that play into it now more than ever. What’s the difference between mental health and mental illness, and why is it crucial that we make a distinction between the two? How can being knowledgeable on the topic of mental health contribute to a more positive work atmosphere?
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We can’t change the culture of our workplace overnight -- it takes time, dedication, and most of all, vulnerability. How do we shift the priorities of ourselves and our team to embrace conversations about health and wellness? How do we set the stage for these conversations so that they benefit even the most stubborn employees?
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As leaders, one of our greatest fears is being presented with a question or request that we don’t have an answer to. Does admitting that we don’t have an answer always reflect poorly on our ability to lead, or is there room to flip the narrative? What makes being vulnerable so hard, and how can we surmount those mental and emotional barriers?
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What is arguably more important than the insight leaders can offer their teams is the perspective that employees share with their leaders. What steps can we take proactively to give our employees the opportunity to be vulnerable, so that they don’t harbor any grievances until they reach their breaking point? When in the heat of these conversations, what steps can we take to uncover the root cause of their frustration, and how can we address it?
In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses the critical first steps to retaining individuals within your organization and how to facilitate a conversation that gets people comfortable sharing their true feelings about their level of engagement and satisfaction.
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With no end in sight for the Great Resignation, it’s essential, now more than ever, that we communicate with our teams and set expectations. Have we improved our sphere of influence to the point where we can influence outcomes? If not, how can we get to that level? What are the fears that are preventing our employees from communicating with us?
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One of the best traits of a leader is the ability to provide our teams with the platform to speak freely and feel comfortable doing so. How can we shift our company culture so that everybody feels like their voice matters? Is there a tangible way to measure the productivity and engagement of our employees?
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When our teams raise a concern, we often deflect them with band-aid solutions that only fix the problem in the short term. How can we address the long term problem and create a process to ensure the problem doesn’t recur? How can we ensure psychological safety for our employees, so that they feel comfortable advocating for themselves?
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Leaders, why do we react to problems only when our backs are against the wall instead of tackling them before they get out of hand? Why should we consider “stay interviews” just as important as leave interviews?
Do you use empathy as a tool to retain employees? In this episode of ICommunicate, Mark Altman explains how utilizing empathy can be an essential factor to strengthening relationships and reversing “Great Resignation” trends.
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Not enough people take the time to reflect on how emotional intelligence, and especially empathy, can improve their abilities to sustain relationships and think critically, among other skills. What are the benefits to leading with empathy, and how can we prove that it’s working?
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When a team member doesn’t meet a leader’s expectations, there’s often a reason for doing so beyond that they’re just out to annoy you. Are you using empathy as a tool of influence, or a means to motivate people to act differently?
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In the heat of a conflict, how can we be self-aware enough to ask questions rather than accuse and deflect? What is “conversation stacking” and how can this technique bring out authentic empathy within us as well as lead to solutions?
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Too often, we allow ourselves to forget that in order to properly take care of others, we must first take care of ourselves. What are the benefits to empathizing with yourself, and how can doing so affect your ability to lead and influence your team? When our team envisions their ideal leader, what qualities come to mind?
In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses barriers to advocating for yourself and your team, how to be assertive when setting boundaries and expectations, and the cost of internalizing your emotions related to your happiness, motivation, and engagement in the workplace.
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There’s a perceived thin line between “complaining” and “educating,” but can you say what separates the two? What’s the reward for speaking up against a decision that you feel is wrong? Why should we be treating advocating for ourselves like a personal sales pitch?
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We can’t control how other people are going to react to us, but we can control our ability to influence people. Can you identify what makes you unhappy about your work and personal life, and understand the root cause of those frustrations? What is the difference between being assertive and being aggressive?
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There are countless problems that could have been avoided if people had taken the time to stop, think, and ask meaningful questions. What internal and external obstacles are preventing us from having difficult conversations about advocacy? How can we discern when there is an opportunity to advocate for ourselves versus when there isn’t?
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If we want to communicate our thoughts and feelings in a way that changes the perspective of the person we’re talking to, we have to have a gameplan. How can we gauge the success of conversations about advocacy? What communication strategies should we have in mind heading into these conversations?
In this episode of ICommunicate, MindsetGo Founder Mark Altman discusses what “Reverse Influence” is, the impact it has on yourself, your team and your company culture. Learn how to become a positive dissenter to disrupt thought processes in your environment.
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As role models, we must be aware of how contagious our attitude is, as it ultimately affects your team’s morale. What does it mean to be a “reverse influencer,” and how does it affect your relationship with your team? How can we use the elephant in the room technique to address reverse influencers? What behaviors should we be normalizing within the workplace, and what doesn’t belong?
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If a leader doesn’t have the right mindset, it could potentially be detrimental to the team’s productivity and engagement. How can we reverse engineer our mindset to remain positive even when the going gets tough? How can we change our mindset from being a “reverse influencer” to a “positive dissenter”?
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Our teams don’t always agree with our decisions, which makes communicating with our teams about them so critical. How do we discern our role and the role of our team in these discussions? How can we ensure that our team feels supported even when it’s a decision they don’t agree with? What is the risk of being a positive dissenter?
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As leaders, it’s essential that we maintain a positive working environment. How do you recognize when you are becoming a reverse influencer? What are some coping skills that you can model for your team to prevent a toxic work environment?
You can’t control people, but you can influence their feelings, thoughts, and actions. In this episode of ICommunicate, MindsetGo President Mark Altman discusses simple steps leaders and parents can take to influence people in their sphere of influence.
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We’ve all heard the phrase countless times now: “control what you can control, and forget about what you can’t,” but in reality, it isn’t as simple as that. What aspects of our lives do we really have control over, and what are areas that we don’t? How can we recognize what our sphere of influence really is, and what steps can we take to improve it?
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Oftentimes, when we can’t get our way in a conflict, we assume our backs are against the wall and we’re out of options. How can our tone and line of questioning increase our sphere of influence? What mindset should we have going into these difficult conversations?
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When having difficult conversations, it’s essential to have a process and template to use to measure your success. What does a “process” for these conversations look like? After having a conversation with an employee regarding habit change, how can you tell that it was successful?
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Having repeat conversations with somebody about habit change can be frustrating, but with the right plan, the process can be made much more seamless. How many conversations should we expect to have with someone before they change their habit? How should we be reacting to setbacks while they develop a new habit?