How do you "Lean In" when you feel unwelcome?

"It's not easy to lean in when you're unwelcome and resented."
- Female head of HR at a Fortune 500 company

Since the release of Sheryl Sandberg's runaway bestseller, Lean In, there has been a groundswell movement to encourage women to do just that. I have discussed this with many women I know and many share with me that they are finding that easier said than done.

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How to Drain an Emotional Wound

Disclaimer: It's probably not a good idea to read this before you eat.

I was trained as a medical doctor and remember the visceral feeling I had when as a medical student I drained my first abscess in a patient.  We called the procedure "I & D" in our hospital notes which stands for, Incision and Drainage (I told you not to read this just before you eat).

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The Los Angeles Mayoral Race - Verify then Vote

(As seen at the Huffington Post)

Candidates Greuel and Garcetti.

Voters don't care about, have confidence in or believe what you say needs to be done, what you say you will do or even what you know, until they know what you have already gotten done for people like them in the situations and crises they are facing now.

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How to Deal with a Toxic Client

Law firms have a hard-earned reputation for being really tough places to work. Today I see an increasing amount of toxicity in those firms. Over the past couple of decades, I've met with partners and managing partners at regional and national law firms, who have not infrequently found themselves bullied by greedy, selfish, entitled, angry clients or even other partners.

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For Real Influence, Listen Past Your Blind Spots

More than ever before, people see through the self-serving tactics and techniques that others use to persuade them. They don't like being pushed, played or nudged to comply, and they resist and resent agenda-driven influencers.

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Wouldn't You Agree? The Most Important Insight to Have

Q: What do you think is the most important insight to have?

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The Integrity-Based Business

This comes from an article I wrote for Fast Company ten years ago, do you think it describes a Heartfelt Company as well?

With almost all of a difficult year behind him, a CEO (who asked that his name not be used in this article; let's call him John) and I sat down for one of our regular Friday meetings. It was halfway between Thanksgiving and Christmas. John, the 53-year-old grandson of the founder of a third-generation manufacturer of high-quality socket and ratchet tools looked 10 years older than his age -- perhaps because the firm had been losing its market share progressively for those 10 years. As the end of the year drew nigh, John just wanted to talk. When I asked him where he wanted to be at this time next year, he said, "Next year, I'd like to feel hopeful and proud instead of afraid and ashamed, like I feel this year."

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HBR - How to Give a Meaningful Apology

"I'm sorry, I just can't stop crying," Rick*, a manager in sales at a Fortune 100 company said to me — and then to Jim, a Senior VP at that company and also Rick's boss.

Jim looked at me, not knowing what to do next.

I had been called in to see about mending a rift between the two. While it had been building for some time, it had reached a climax when Jim had yelled at Rick in a team meeting, "I don't even know why I bother with you! You are an utterly useless human being!"

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