Podcast
Nevermind The Gap
Hosted by Nevermind The Gap · EN
Most of us are doing the BEST we can, yet feel we can never bridge the gap between where we are and where we 'should' be.
Join Lindsey and X. Carmen, two professionals who stepped off the path into their own version of success, as they explore gaps big and small in our lives and in society. Feel confident with the journey and stop minding the gap.
10episodes
Episodes
Newest firstAll episodes
Circles of Impact
Nov 5, 202400:35:21Tap to summarizeExecutive strategic influence refers to the ability of an organization's senior leaders, such as the CEO and top executives, to guide and impact the strategic direction and success of the organization. This influence is exerted through a variety of methods and leadership actions that align the organization’s operations with its long-term vision and objectives. Vision and Direction Setting Decision-making prioritization Stakeholder interview Cultural Leadership Change Management Networking Communication & Inspiration TOOLS/RESOURCES Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →Maximizing Your Investment for Yourself or Your Organization
Sep 3, 202400:36:55Tap to summarizeIt's Season 3, and we have a surprise in store for you! To kick off the third season of Never Mind the Gap, we decided to add video to our podcast. Surprise! It didn't record. Do not worry; our audio came out fine. In this episode, we discuss: Seasonal transitions. Why we decided to add video this season (but next episode). What makes a successful engagement to maximize the return on your coaching or consulting investment. As always, you can contact either of us at the links below: Connect with us! We would love to hear from you! Lindsey Honari: www.LindseyHonariAdvisors.com lindsey@lindseyhonariadvisors.com X. Carmen Qadir: www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →Neurodiversity in Leadership Gap
May 24, 202400:26:11Tap to summarizeSUMMARY Neurodiversity is the concept that there’s a lot of variety in how brains work. Example, the company values neurodiversity. Neurodiversity refers to the idea that neurological differences, such as those seen in autism or ADHD, reflect normal variations in brain development. Neurodiversity is often contrasted with the “medical model,” which views conditions like autism or ADHD as disorders to prevent, treat, or cure. There has been a push to move away from this idea of pathology and more toward a more nuanced perspective with variations of what is “normal.” Neurodivergent is the word that describes individuals. Example, James is neurodivergent. The class has three neurodivergent students. How can employers make their workplaces more neurodiversity-friendly? Offer small adjustments to an employee's workspace to accommodate any sensory needs, such as Sound sensitivity: Offer a quiet break space, communicate expected loud noises (like fire drills), offer noise-cancelling headphones. Tactile: Allow modifications to the usual work uniform. Movements: Allow the use of fidget toys, allow extra movement breaks, offer flexible seating. Use a clear communication style: Avoid sarcasm, euphemisms, and implied messages. Provide concise verbal and written instructions for tasks, and break tasks down into small steps. Inform people about workplace/social etiquette, and don't assume someone is deliberately breaking the rules or being rude. Try to give advance notice if plans are changing, and provide a reason for the change. Don't make assumptions — ask a person's individual preferences, needs, and goals. Be kind, be patient. For more information, please visit some amazing tips and resources from Tracy Winter Website The Nerd Coach. TOOLS/RESOURCES Tracy Winter Star Coach Podcast Tracy Winter Website The Nerd Coach What is Neurodiversity? What is Neurodiversity? By Harvard Health Publishing Coaching the Neurodivergent? Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →The Engagement Gap
Apr 11, 202400:26:53Tap to summarizeHow can leaders do a better job at ensuring that their employees are engaged and aligned with the mission and vision of the organization and their particular role? For the employee, what are some things you can do to remain aligned with your work and the value add you were hired to do? Possible areas to consider as a leader: Work must have purpose for engagement to take place Implementing engagement programs internally and externally New perspective and new tools needed – employees can see how their work impacts the organization’s mission Gap on resources – what is lacking that could contribute to someone’s overall success in their current role (support from key stakeholders / training or materials) As Rebecca Ray, PhD stated: “The culture you create or the culture you destroy will determine the success of your business”. Rest In Peace, Dear Friend, John B. Lazar Connect with us! We would love to hear from you! Lindsey Honari: www.LindseyHonariAdvisors.com lindsey@lindseyhonariadvisors.com X. Carmen Qadir: www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →The Women's Leadership Gap
Mar 7, 202400:23:50Tap to summarizeSummary: Advice for both our male and female listeners on how women can inadvertently hold themselves back: Doing my job well will get me noticed (without the necessary relationship-building) - very common in some cultures - don’t rock the boat. Don’t want to appear pushy or aggressive OR conflict avoidant - can be too ‘nice’ Less professional development opportunities or mentors - especially in male-dominated fields How to engage better: Ask - what does this person want to accomplish? What does that look like? What barriers exist from their perspective? It might be different than what you perceive. For networking, think of ways this might feel intimidating or exclusive. It’s not easy walking into a room of mostly men. Or people who may not look like you. If you see someone not as represented, make it a point to introduce yourself and then introduce that person to others. Not everything needs to be scheduled at the end of the day! It is still more socially acceptable for male executives to miss dinner than female executives. Consider a business lunch instead of a dinner. Company internal audits – where are they with expanding female leadership roles. Some women professionals might want to add their name to the "hat" but leaders might not have awareness. Therefore, leaders don’t know what they don’t know. TOOLS/RESOURCES The Women’s Leadership Gap AAUW: Barriers and Bias, The Status of Women in Leadership Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →The Succession Gap, Part 2
Feb 9, 202400:29:05Tap to summarizeSUMMARY There are distinct trends colliding: retirement of the Boomers and some Gen X, new workplace realities from the Covid pandemic, and generational differences in attitudes towards work and boundaries. Where we see this in our work is leaders who feel that the younger generation is not prepared, or capable of taking the reins. “But you don’t represent the company or you don’t look/act like me, so I don’t want to hand over the reins.” More 65-year olds in the workplace than ever before. Don’t want to retire, some have to continue to work - lack of pensions, cost of living, especially in later years…. At the same time, there is real agism. Boomers and older Gen X - Brought so much value to the organization, then not needed anymore or as much, especially given the new technologies and realities. Sense of feeling not as needed anymore and vulnerable, so reluctant to share/cede power. Reframe the conversation - what LEGACY do you want to leave versus maintaining control Shift from how different each generation is to the value that the new generation brings. Embrace the change and be proactive in succession planning. Questions to consider as an existing executive/leader and for emerging leaders: What can you do to let go? Develop talent? Why do people leave? What can you do to help make adjustments to the system? Who in your team/division/organization could potentially take on your role? How could you better prepare them for this? What skills do you possess that are unique? How could you cultivate these in your team or organization? TOOLS/RESOURCES Article in Wall Street Journal - America has never had so many 65-year olds. They're redefining the milestone. Succession Planning Tips Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →The Executive Presence Gap
Jan 25, 202400:23:09Tap to summarizeSUMMARY Executive Presence is a skill as much as it is a natural ability For some it does come naturally, for others, it must be learned or honed. Using data to tell stories - know your audience - emotional intelligence - active listening Journey on how you connect with those around you. Goal - inspire confidence. 5 traits are the building blocks: Resilience - bounce back, don’t take it personally Influence - its in your relationships. It’s the lubricant to keep the gears going. At high levels, results are harder to measure due to the complexity of the work. Organization - do your homework. Be organized so you are prepared to handle non-related meetings that all contribute to the functioning of the institution, company, or organization Scope - high altitude, vision. Executives have a broad scope, as opposed to managers. Also they are in the spotlight, which ties into relationships and Influence, as well as Resilience Speed of Thought - being mentally nimble. Not just smart, but not getting bogged down in one or two issues. Ability to context switch. Benefits from having Executive Presence: Developing executive presence is more than just a question of winning popularity or power. One of its main benefits is that it helps you reduce stress. Managers with executive presence, and who focus their attention on the moment, can cope better with challenges in several ways. The Roffey Park study from the Roffey Park Institute shows that they demonstrate: Clearer thinking and perception. Greater courage, conviction and sensitivity in handling conflict. More focus on higher priorities. More energy and passion. Calm when dealing with change. More openness to new opportunities. Confidence in their own views. TOOLS/RESOURCES Book: Executive Presence: The Missing Link Between Merit and Success by Sylvia Ann Hewlett Podcasts: The Look and Sound of Leadership, Unlocking Executive Presence through Emotional Intelligence and The Executive's Executive Articles: Developing Executive Presence-Building Belief in Your Leadership Executive Presence: What Is It, Why You Need It And How To Get It Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →Creating Goals to Avoid Gaps
Jan 11, 202400:28:46Tap to summarizeSUMMARY Goals provide focus and direction both personally and professionally. In this episode, we look at how to set realistic versus aspirational goals. Realistic goals have both impact and chances for success. We discuss how to take yourself through realistic goal setting, as well as provide examples from our own goals and those of our clients. TOOLS/RESOURCES Worksheet exercise - Create space in your busy schedule, find a quiet spot, follow the directions below: Part I: Brainstorming Ideas Block at least an hour. Find a spot where you won’t be distracted by work or family Make a list: A) What do I want to be, want to do and want to have B) What do I NOT want to be, want to and want to have. Part II: Refining Goals What gets/makes you excited? Scale 1-10. Those closest to 10 become the top 3 goals What will truly move the needle? What is within your locus of control vs what depends on others? If you don’t have control, what is in your sphere of influence? What is getting in the way? Part III: Choosing and Setting Goals Specific/Measurable/Deadlines Reverse engineer it Make it formal – on the calendar with action steps and with hard deadlines Mapping/ActionSteps – cut them up in pieces – map out the details; identify the gaps and the much-needed resources Identify potential roadblocks. How will you overcome them? Ask yourself what is in your control or influence? Commitment – how well does the goal align with your value system Who is your support system? Who is my cheerleading team? (I.e.. Your personal trainer, coach, a friend, family, a work colleague. Be very specific as to how they can support you.) Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →A Coaching Tip: Avoiding Gaps During the Holidays
Dec 7, 202300:32:39Tap to summarizeSUMMARY With the end of the fiscal and calendar year, holidays, family, and travel, how do we find the time to rest and reflect? In this special episode, see coaching in action as Lindsey coaches Carmen to invite more ease and grace into a time of year that can often lead to burnout. Topics covered: Setting boundaries and priorities around one’s time Creating coping strategies to avoid burnout ROIC - Return on Invested Capital - the time, energy, and effort each obligation requires to fulfill. HRR - Honesty, Reflection, Rescheduling TOOLS/RESOURCES How to decide if something is Aspirational vs Realistic? Ask yourself what the true cost of adding or committing to something. Step 1: Awareness - what is going on/missing/feeling? Step 2: Reflection - what is the true cost of moving forward? Step 3: Agency - making an informed, deliberate decision Step 4: Choice - creating the conditions for success, identifying resources and derailers Buckets - what are the 3-5 things that, when full, help you be your best? What, if not full, keep you from being your best? Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →The Feedback Gap
Nov 15, 202300:39:29Tap to summarizeGiving and receiving feedback are some of the hardest and most dreaded work activities. This episode discusses the barriers to giving and receiving effective feedback and the tools and techniques to lead to meaningful improvement. Leaders and managers lack the bandwidth or tools and usually provide feedback only when there is an issue or during ‘formal’ reviews. Even then, the feedback is not always effective or actionable. Who is giving the feedback, common triggers, and incomplete information for follow-through also impact how we receive feedback and what we choose to do (or not do) with the feedback. Tools/Resources: Feedback Essentials MindTools Feedback Matrix Keys to Giving Actionable Feedback 1. Golden Rule: Establish intent (verb)2. Start with positive feedback what’s going or doing well3. Be specific rather than general: use examples, not opinion 4. Get curious. Use “what” instead of “why”5. Focus on 1 or 2 “critical few” issues6. Focus on things the receiver can change7. Focus on the future improvement, not blame for the past Tips for Receiving Feedback 1. Know your tendencies – defend, deflect, shame, blame?2. Listen with an open mind – we tend to view even well-intentioned feedback as being judged3. Keep listening - avoid interrupting or becoming defensive4. Unpack the feedback - ask for clarification, reframe for understanding 5. Thank them for the feedback. It is a gift to help you be your best6. Confirm what is the very next step on how to develop/improve7. Summarize what you heard and next steps. Tips for Receiving/Asking for Feedback Checklist of questions to help the Giver of Feedback: -Do you see any gaps with where I am now and where I want to be in the future? (leadership, supervising people, quality of work, types of experience) -What did I do (in a specific situation) that was helpful or effective? -What could I do differently in the future (in a specific situation) to be more effective or to get better results? -What do you see as my (performance or communication) strengths?-What areas could I improve (performance, communication, or development needs) in the future? -What resources/assignments would you suggest to help me improve/develop/learn? Connect with us! We would love to hear from you! Discovery Call with Lindsey www.lindseyhonariadvisors.com lindsey@lindseyhonariadvisors.com Discovery Call with Carmen www.coachingandconsultingexperience.com drcq@coachingandconsultingexperience.com
Transcribe →