I am SO excited to get started with helping you and your business!
I believe that collaboration will ALWAYS trump competition, especially when it involves badass business builders coming together to support and cheer each other on.
Join my new Badass Biz Mastermind Group for an in-depth library of expert resources paired with a welcoming and encouraging community that will help every participant grow their business without burning out.
Keep in mind, though, not everyone will qualify to join this group!
I want to make it an intentionally curated community of badass business builders who are committed to continually showing up for themselves and for each other.
Are you ready to get sh*t done?
“Whenever I’m talking to people about what I do, they often ask if NeuroLeadership is similar to NLP (Neuro Linguistic Programming). It’s a buzzword that’s been around for a while now and it’s an easy anchor for people to rely on when they’re thinking about neuro-related programs. While, yes, it is true that both NeuroLeadership and NLP have “neuro” in their titles, they are quite distinct in many ways.
Many people think that because NLP has “Neuro” in the title, it is linked to neuroscience. It is not in the strictest sense. It is about how the brain works and how we process information – just not from neuroscientific perspective of looking into the brain. Rather, NLP comes from techniques originating in the fields of therapy and linguistics…”
Coaching IS a professional relationship between a client and a coach designed to help the client increase self-awareness, generate learning, as well as identify and accomplish meaningful goals. It helps clients recognize and identify their capabilities and available resources and apply these to their life.
Coaching IS NOT consulting, therapy, or mentoring. It is not consulting because coaches do not advise or offer solutions for the client. It is not therapy because we do not focus on the past or offer diagnosis. And it is not mentoring because the coach is not attempting to link someone learning a craft with someone who is already skilled in it.
“There are numerous obstacles that can inhibit optimal cognitive functioning, especially when one is trying to learn new skills, restructure old thought patterns, or make important life decisions. These types of scenarios are often the focus of coaching sessions and thus, as a coach, it is my responsibility to create an environment in which my client can function optimally and efficiently. In this blog post, I will be discussing various methods that coaches can utilize in order to best set our clients up for success as presented using the AGES neuroscience model. AGES stands for Attention, Generation, Emotion, and Spacing, and each is an important factor for coaches to consider.
When choosing and designing the environment in which we conduct our coaching sessions, coaches must reflect on, and become familiar with, how brains store and retrieve information. Often, clients seek coaches to learn new skills or thought patterns so a successful coach needs to have a solid understanding of how to work with our clients’ brains to best guide them down the path of their personalized learning initiatives. When pursuing optimal memory retention, the AGES model provides a comprehensive guide…”
“The NeuroLeadership Institute has identified Facilitating Change as the final skill set that leaders need to develop in order to be effective and efficient: they must be able to enact change initiatives in an successful and non-threatening manner. Unfortunately, organizational change is challenging. Even under the best of circumstances, overall success rates are at about 30% (McKinsey Quarterly 2010) due to the tough task of maintaining employee engagement and motivation in the midst of organizational uncertainty.
Being able to properly Facilitate Change combines many of the skills previously seen in the other areas of effective leadership: Making Decisions, Collaborating with Others, and Self Regulation. In order for leaders and managers to lead change initiatives powerfully and with minimal disruption, they must be able to better understand and manage their own reactions to change from a brain-based perspective, as well as facilitate high-quality conversations about organizational changes with employees to maximize employee engagement and motivation…”