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Unas Spotlight: Acceptance

Una’s Spotlight – Acceptance

Some people think that acceptance is a weakness. To get where you want to go, to be successful means that you must fight for what is yours, pull out all the stops and be all gung ho! Doesn’t it? Maybe. Some of the time. However:

“When you fight with what is, you only loose 100% of the time…”

I know when I first came across this saying it took me a few times to really get it.

For instance, because of changes in technology such as digital photography, bigger bandwidth and the increasing use of mobile devices, the patterns of media consumption have and continue to change dramatically. Anyone in the creative industries that is ignoring this does so at their peril.

Think about H.M. Warner who said in 1927, “Who the hell wants to hear actors talk?” Seems a pretty dumb thing to say now, eh?

Yet changes like this could be happening in your industry or profession and the pace of change is much faster now than in 1927…

So being in denial is not going to get you anywhere. Hoping things will be different may feel good as you dream about how things could be “if, but, maybe” things changed. However,

“Hope is not a course of action.”

Acceptance is not self-defeat

I’m not talking about giving up on what you want either. The next time you hear yourself or somebody else moaning, listen intently to what they are really saying. Is it “I don’t like XYZ fact”, or “there’s nothing I can do about XYZ fact”?

There’s nothing wrong with not liking something, as long as it doesn’t stop you from exploring what the true implications are and what to do as a result.

Get a team together who have different skills, experiences and perspectives from you, to help you overcome a challenge and watch magic happen.

Accepting People

One of the things that I love about Talent Dynamics is that it really helps to increase acceptance. Acceptance of ourselves as well as others.

That is incredible because so much heartache and pain happens in the workplace and in life all around the world because of a lack of acceptance. Remember,

“Never try to teach a pig to sing. It wastes your time and it annoys the pig.” 

George Bernard Shaw

Who do you know that is trying to be something that they’re not and will always find it a challenge to be?

For instance, someone with a Creator profile is going to struggle to be a great project manager if the main focus of that work is detailed planning and scheduling. This is what Accumulators and Traders find simple. However if the role’s key accountability is coming up with great strategies for the project then that’s a different story.

Delivering value builds trust and it’s pretty hard to deliver excellent value when you’re not working in your area of natural strengths. If you want people to give you interesting work then they need to trust you can deliver. If you want to have great clients then they need to trust that you can deliver.

You want a team around you that you trust to deliver. Begin by accepting who people truly are and helping them to work on tasks that are within their natural strengths.

Build Confidence

As you may well be aware, the more somebody accepts themselves for who they are the more likely they are to be open to their weak spots. This means they don’t always have to be perfect allowing them to be vulnerable at times so they can open up and listen to others ideas and – imagine this – even ask others for help!

If you want true collaboration and team effectiveness you won’t get it with a bunch of know-it-alls that’s for sure.

Do remember though, that any strength overdone becomes a weakness… As we often say within the Talent Dynamics community “your profile is not an excuse for inexcusable behaviour”.

Make sure that you don’t mirror the “Oh, that’s just me!” blind refusal to grow, you may sometimes come across… Let’s face it, personal growth and emotional intelligence are not related to any particular Talent Dynamics profiles – we all have the opportunity to grow… or not as we choose.

Accepting the facts of a situation helps you deal with them in the most effective way possible. Accepting yourself allows you to develop and grow those parts of you that you do have the power to change. Accepting others, well in addition to building trust it will increase the levels of peace in the world. A timely thought for the holiday season…


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Unas spotlight: Walk a mile in their shoes

Receiving my Step 2 certification from Master Trainers Michelle, Vicky and Tamami in Bali this month.

How do you define the best customer service? Is it being friendly? Is it coming from the perspective that the customer is always right? Is it giving the customer what they want, or is it something else?

I’ve just returned from Bali where I attended the Talent Dynamics Annual Conference and Step 2 Accreditation Training. This was my first visit to Indonesia and I was so impressed by the service I received – it really was phenomenal!

It made me question the service and approach of so many UK companies that really just pay lip service to customer service. How many stories have you seen on Facebook or LinkedIn for instance that spell out the abominable way that somebody you’re connected to has been treated?

In some countries it seems to be just expected that service will be poor. People shrug their shoulders and say it can’t be done any other way, you can’t get the staff or that the management don’t really care.

In today’s connected world this attitude would be a big mistake. Customers are voting with their feet and it’s often easy – sometimes even easier – for them to buy from another company and even country.

The UK is a Dynamo country with many creative people who are great at being inventors, entrepreneurs and strategists. Often they can find it hard to think like a customer because they have their head in the clouds and are too busy thinking a million miles an hour of new ideas and strategies.

Indonesia in contrast has many Trader profiles with high Tempo energy. These people have their feet on the ground and tend to be very connected to the market and to customers. They don’t just spend time thinking about customers, they naturally feel what they want. They also take the time to ask them, to check in with them. They know how to walk in their shoes.

This gives a whole new meaning to customer service. Instead of innovation that could potentially drive customers away where there is a lack of depth in the connection with the customer, those with Tempo energy will implement the little things that together add up to a completely different experience for the customer, driving loyalty and repeat purchases.

I’ll definitely be returning to Bali, not just because it is a beautiful country but because I felt relaxed, understood, cared for and like I really mattered. How does that contrast to your daily experience of customer service?

In this global and increasingly competitive economy, make sure you have some Tempo energy on your team and listen to what they say. How you listen to them is how you listen to your customers. It matters…

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Unas spotlight: Why are only one in 20 bosses a good leader?

One in 20 bosses. That’s only 5%. According to this research cited in Management Today, for every company that has 20 bosses (your average 200-300 employee firm), only one of them is likely to be a good boss. For a public sector body with say 5000 employees, it may have 25 good bosses. Puts things into perspective wouldn’t you say?

How on earth does this happen in today’s world when it would be easy to think that businesses understand the value of developing their people? It’s not like there aren’t any books on the subject or even free information out there on the good ol’ web…

I’ve pulled together these critical danger points for you to look at for yourself and/or to work through with the leaders and managers in your organisation. They come from my personal experience and learning so I’m not saying this is all there is to it, please add your own insights too in the comments:

Critical Danger Points

Not understanding that different people need different approaches so they treat all people the same.

This can come from a genuine wish to do well by others, so many of us learned “Do unto others as you would have them do unto you”. Treating people with kindness and compassion makes you a good person. Giving all your direct reports public praise and recognition may not make you a good manager though – some will love it and others may be mortified. The same applies to how much time you spend handholding and ‘helping’ your team. Some may really appreciate help, others will just feel micro-managed and that you don’t trust them.


Not ensuring people work to their strengths and talents.

The evidence is overwhelming on this point. When managers and their teams really get how to leverage their talents across the team (and between them and other teams in the organisation) not only does productivity and effectiveness go up, motivation and engagement usually increases too.

Underestimating the importance of good people management the higher up the ladder they go.

I’ve heard several HR people talk as though senior leaders don’t need to focus so much on their people management skills because their direct reports are also more senior and should know what they’re doing. Maybe so, however, there are some other factors to consider. Their direct reports are people too and they have the same emotional needs as any person does. Remember “All the world’s a stage” and people are watching how senior managers manage to get clues about what is really valued by the big bosses, no matter what leaders say. So maybe it’s more important the higher up they go as they get to influence a greater sphere of people. After all, people do as you do, not as you say..

They lack self-awareness 

As cited in the Management Today article self-awareness is very important. Imagine a leader talking at a staff conference about people coming forward with ideas and interacting when they had shouted at people only a few minutes earlier? Leaders and mangers may believe that their past successes were all down to them and discount the contribution of others. Nothing rankles so much with people as when blame and credit are unfairly attributed. There may be times when us development and HR peeps have to bite the bullet and help leaders to understand the impact of their behaviour – get your CV ready and tread carefully though, not all leaders will want to hear it because…

They simply don’t care and purposely choose a domineering or bullying stance

because they believe that’s what gets results. It will definitely get results; the ones where people do a lot of politicking to stay on their right side. The kind of results where people won’t pass on valuable data for decision-making because it conflicts with what they know or think the leader wants to hear. This not caring often results in the best people leaving the business at the first opportunity because they’re not allowed to do their best work. The research cited in the article found that 47% of respondents felt threatened at work, instead of praised… The end result of all this is usually a downward spiral for the organisation.

They don’t manage change very well.

Any research on change will indicate that participation and communication are the two most important elements of successful change. Yet time and time again bosses don’t do either very well. All too often in my experience decisions are made without genuine interaction with others in the organisation. Often those making the decisions on changes don’t know what really goes on in the level of detail that team members do. Give people a chance to input BEFORE decisions are made. Not all change will be good for each individual in the business but for those that it is make sure to communicate that as well as why the change is so vital in the first place. Then communicate that again and again and again and again until people complain that they’ve heard this message several times now!

The business hasn’t got the right leader in the right place at the right time.

In the way that team members will get to perform at their best when they get to work to their strengths, the same applies to leaders and managers too. Yet more than this, each leader will have a time and place in the organisation that is most suited to their talents. When a leader is great at innovating and problem solving, don’t put them in charge of customer service because they are likely to innovate their way out of service issues. This is especially true when the business (or product) is at the point where it is building a solid customer base. In the same way, a leader who is great at managing risk is not going to excel if the organisation really needs to boost the performance of its staff. In addition, the economy goes through cycles (or seasons) too and this also influences who is best to lead at a particular point in time. You don’t want the person who was so good at tightening your belts to restrict growth when the economy turns from Winter to Spring.

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Una’s spotlight: Being competitive or bullying?

Did you know that the original meaning of to compete is ‘to serve better’?

Not according to South Africa’s communications company Telkom, which was fined £35M for using it’s dominant market position to “bully” competitors (see the recent BBC news story).

As a fixed line operator the company was battling against mobile operators and retaliated by charging too much for internet access.

A fair response some might say but is it really? When people – and their organisations – feel desperate, feel a big sense of lack then that is probably the space that they are going to respond from.

But where does that leave the customer? What impact does that have on innovation in the marketplace when one organisation looks to block competition?

The fact is that when it comes to David and Goliath situations in business, these days David has a good a chance as any. The internet has lowered barriers to entry in many markets and social media facilitates huge followings where there is strong passion and a great idea.

Anybody who has the drive and the will can deconstruct an industry and change the marketplace. Your industry could be next if it isn’t happening already…

Telecoms is one typical example of such massive change and there are many more. For instance what happens when lots of people are getting much of their energy from their buildings (via solar panels, etc) and selling it back to the utilities companies? Will the utilities change their focus to renewable energy and/or helping home owners and businesses to be more green? Or perhaps they’ll enter new industries that they can add value to in the way they did in their current market.

Thinking this is a bit extreme? The typical response to a new idea is for people to laugh and pour scorn, then a few people respond positively while others shake their heads in wonder and finally everybody accepts it as a way of life.

The fact is that any new idea with merit will eventually happen – ignoring it is not the solution, not in the long term anyway.

So what if your focus was less on blocking your competition and more on the ways that you could add more value to your customers? That is how to have a bigger share in the marketplace.

The one thing that will put you and your organisation ahead of the game is to be playing on a different field entirely. Do it right and suddenly you’ll find that you have more loyal spectators coming to see you play.

Perhaps in doing this you may even discover what you thought of as your biggest competitor, could actually be your greatest ally…

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Unas Spotlight: Telling lies and Barclays…

Never mind Barclays, lies could be costing your organisation money too

In case you haven’t heard Barclays Bank is accused of fixing rates and BBC News Business Editor Robert Preston asks if it’s ever acceptable to lie? (

You may think so if asked by a loved one, “Does my bum look big in this?” but what about in business? Lies have a tendency of snowballing if not nipped in the bud, you need only watch pretty much any soap or drama on TV to see that!

Some time ago I worked with a client who had a major major issue with a project that was I believe completely avoidable. This mess threatened his career and was costing the organisation lots of time and money.

It began with one person who was not performing to standard, who interacted with everybody else on the team, let’s call her Jane for sake of anonymity. Jane didn’t provide information on time, didn’t complete tasks on time, and and when my client was brought in to get the project back on track, Jane started playing political games to make them look bad. Jane was adding no value and because of her interaction with everybody else was actually negatively leveraging!

Team members began to realise what was actually happening, Jane started to do everything she could to make others look bad, even lying and giving others false information – no doubt in an attempt to take the focus off herself.

Let’s look at the impact of Jane’s behaviour:

  • The project was behind schedule
  • There was little trust in the team
  • Team members had clocked up hours, days, possibly even weeks talking about the situation and complaining to each other
  • Actions to mitigate the situation (such as emailing to ensure everything in writing to cover their backs) took extra time and therefore reduced productivity

Clearly this organisation did not at the time have a culture of effective performance management in place or this situation could have been picked up as part of it.

How much of what Jane did was conscious or unconscious I’ll never know, however the impact on others and the organisation was just the same.

Often when people’s key accountabilities take them out of flow, it causes them to feel insecure because they find it really hard to achieve what they are meant to. Even if they performed well in the past they can loose faith in their abilities.

Add into the mix an environment of restructuring and redundancy and many will find it hard to speak up and say “I’m no good at XYZ” because they are concerned with losing their job.

Can you see the potential negative impact of not having a team in flow? There are situations like the one I described above going on all around the world, in all kinds of organisations. The cost must amounts to millions, let alone the hours of misery endured by people out of flow and those around them…

The three key mistakes made in this situation were:

  • The project team was not selected for flow in the first place
  • No teambuilding work took place to help the project team build trust and work together instead of against each other
  • The issue of non-performance was not addressed with people skirting around the issue when attempting to recitify the situation. This is likely to lead to similar issues happening again

You see what is really required in a situation like this one is honesty. Honestly addressing the issues at hand, ideally in a way that takes the personal sting out of underperformance. It’s amazing how when somebody comes face-to-face with their strengths and weaknesses in a supportive environment how nine times out of ten they really want to address things and fast!

For instance those with Creator profiles who suddenly understand the impact of their lack of delegation and communication on the team. Or those Lord profiles who realise how micromanaging has driven away perfectly good employees in the past. Or the Trader manager who discovered they were buried in the detail and dragging their team down with them.

Leaders knowing what activities and roles build – or destroy – trust and flow for the different profiles, allows them to structure teams and accountabilities accordingly so that everybody has the chance of great performance.

Perhaps if Barclays had done this too, building trust and flow from individual, team, to division, enterprise and stakeholder levels, it would have been a very different story!

* Flow: Put simply is the path of least resistance. In Talent Dynamics terms a team is in flow when you have the right people doing what they are naturally talented at and love to do. Team members working to their strengths to add value in a way that can be effectively leveraged by the team and organisation.

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Una’s spotlight: Reduce Red Tape

We often hear in the news of calls to reduce government red tape and probably deservedly so! (See James Caan on the case: But have you considered the potential red tape in your own organisation?

It is so easy to carry on doing things the way that they’ve always been done without ever stopping to consider if that’s really necessary or even desirable.

When is the last time – if ever – you did an audit of your systems, processes and procedures? What about asking your teams to delete X many forms or procedures? Perhaps they could consolidate or shorten them even if they can’t get rid of them altogether.

The best place to start is with your customers. What do they complain about? Why might they leave your company for your competitors? If you don’t deal directly with your organisation’s customers, who are your internal customers?

Ask them what’s the one thing that they’d like to change about dealing with your team?

This is a really simple way to begin to eliminate the bureaucracy that creeps in as organisations grow and age.

It can help you to focus on what’s the real value that you offer and to clear away the clutter that stops people getting to that true value.

Imagine the results you could gain? Hours saved, happier customers and even happier staff.

Has each member of your team figured out what you could do with that extra time that really adds more value? If each team member did what they did best then performance can really flow, creating a virtual cycle of achievement and satisfaction.

All from looking to reduce red tape. You never know where it will lead…


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Una’s spotlight: Smarter smart goals!

As you are well aware, many people set goals and New Year’s resolutions every year and few achieve them. While you may have come across copious advice on goal setting, read on for something with a different perspective…

“Hell isn’t merely paved with good intentions; it’s walled and roofed with them. Yes, and furnished too.”
Aldous Huxley

There are books galore on setting smart goals that are Specific, Measurable, Attainable, Realistic and Timely. Frankly, I’d be amazed if most people reading this article hadn’t heard of them. That’s not what I mean by truly smart goals though.

I’d like you to put all that to one side for a while and instead focus on the following steps. Once you’ve decided what you want (the topic of at least one other article I’m sure!) you simply need to do two things:

1. Decide where you add the most value to achieving your smart goals

Look at the different ways that you (and your team) can add the most value. Consider strengths and weaknesses, skills, experience, what you actually want to spend your time doing. Ask yourself the question, how can I help others be most effective that will result in me achieving my smart goal?

Where can we add value by being innovative using Dynamo talents? Where can we add value through timing, through the where and the when with people who have Tempo profiles? What are the products and services that will make the most difference to those you serve?

What structures are already in place that will make this easier to achieve? What structures could you put in place if they’re not there? A structure could be a rhythm and routine of meetings, tapping into people’s talents, using the resources that you already have and/or simply believing that the smart goals are achievable.

This is all about you discovering your path of least resistance.

2. Leverage this value effectively

How can you then leverage this value through systems and processes? Get those more data and detail oriented Steel energy people on the case. For example, this could be mapping out effective processes to get repetitive tasks done or it could be using websites for distribution.

How could you leverage this value through people bringing Blaze energy into play? Think about your team, communication within the team and just as importantly with others. Who can sell the idea? Who can be your advocates or affiliates? Who else could you deliver this value to so that you’re not constantly reinventing the wheel?

Write down the activities that need to take place for these two steps and you have the outline of a plan to achieve what you want.

A final word on smart goals

In some instances you may wish to do the two steps above and let the smart goals fall out of that process… This is because this approach allows you to look at truly creating what you want and what you will be great at creating. You may well find that suddenly what you’re looking to create is much bigger than you have ever done before! Traditional goal setting can be limited at times by past experience and learning.

This knowledge by the way, is incredibly vital for people’s sustainable wellbeing. According to Robert Fritz in ‘The Path of Least Resistance”, being empowered to create often is where humanity rises to the challenge. The fulfillment enjoyed by those who create what they want knows no bounds. When you understand how to add value, and leverage that value effectively, then you’re pretty much giving yourself a get out of jail card for the majority of situations in your life.

Fritz says that where evil and bad things flourish it is always where people don’t feel able to create. Think about areas of poverty where people feel they have no control over what happens. Think about employees who’ve given up from frustration. Increase your levels of creation and help those around you to do the same – you may be amazed at the incredible difference this could make…

Now that’s what I call Smart Goals!

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Unas spotlight: To team or not to team, that is the question…

To team or not to team, that is the question…

I have encountered a lot of ‘teams’ that upon further investigation actually were not teams, they were ‘work groups’. What would I use to distinguish one from the other? People working in a work group may add value to the line manager and the organisation but not to each other. Sometimes it’s perfectly OK for a work group to be a work group and attempting to make them a team is a futile effort and in fact could even be damaging to motivation and performance.

So how do you know whether a team or work group is more appropriate to provide maximum value? Some things to look for are:

A Work Group:

  • Usually is accountable for a very narrow set of tasks and activities that sit within a common set of strengths and talents, e.g. an IT help desk that deals with a particular software.
  • Are rewarded for individual results.

Now the work group mentioned above would be more effective if somebody was reporting back the issues and had one or more people working on fixing bugs in the software. I’m assuming that improving the software is done by a different team or indeed even a different company.

A Team:

  • Can add more value by working together and collaborating to complete different aspects of the team’s key accountabilities, e.g. a marketing team where one person puts together the strategy, another conducts research, another data analysis, someone works on joint ventures, a different person does the public relations, some else does the graphic design, etc.
  • Are rewarded more for team results than indivual results.

Sometimes people are called a team, treated as a team, rewarded as a team yet actually act as if they are a work group. If their accountabilities suit being a work group then apart from the waste of money in being subjected to teamworking days every now again that’s fine. However if their accountabilities and strengths suit being a team (in my experience is most of the time) then they usually won’t be very effective.

I have had several people coming up to me after I’ve given a talk on Talent Dynamics and saying that they wished their boss had heard about people working to their strengths and getting a team in flow. Usually the boss in question believes that for a team to be effective, everybody should always be pitching in and helping each other out so they all need to be able to do all the activities that the team is accountable for and do them on a daily basis. This is bound to have most members of the team out of flow most of the time!

I understand their concern about being left in the lurch in an emergency. You can still have team members prepared for what to do should an emergency happen and they need to temporarily step in for somebody if they’re on holiday or off sick. (Though the chances are that when the team is truly in flow that ‘emergencies‘ will happen less often!) It is entirely possible to have a massive increase in team performance when each person pays attention to adding effective value to each other.

The attitude of the leader of a team in flow is one of creation. Often in the situation described by the frustrated team members the person is coming from a very reactive standpoint, one of lack and limitations. Breaking through those limitations by focusing on building trust and flow is what allows Talent Dynamics clients to double and even tripple their results.

By the way, the persons in question who approached me were nearly always looking for another position. They couldn’t possibly get into flow in their current role so planned to go where they would be allowed to do their best work and really add some value.

Food for thought… Why might people be leaving your organisation? Is your team truly a work group or team and which structure would produce the best results?

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Unas spotlight: Strengths vs Waste Soapbox

Though I’m a very positive person, today I feel the need to get on my soapbox about the money and time that is wasted on training and development trying to fix peoples weaknesses. Why is it that people can know something intellectually and yet not act on it? How many people are out there in organisations that know that it is better to focus on and develop people’s strengths but don’t actually do it?

Research has shown that when people spend too much time working in their areas of weaknesses they are likely to burn out over time. A key source of stress is people not working in their flow. From a Talent Dynamics perspective what I mean by flow is somebody being on their path of least resistance, where they are doing what they are naturally good at and really adding value helping others to be more effective. When people are out of flow they often find the work more challenging, it usually takes them longer to do and is likely to be of a lower quality.

Here in lies what I call ‘the curse of competency’. This is where people have the ability to do an activity, even though it isn’t an area of strength and usually would be done much better by somebody else. Often this task or activity will repeatedly crop up in appraisals as a point to work on.

Yet when training and development budgets are spent on developing people’s strengths and their associated skills then you can anticipate a much higher return on investment. Development doesn’t stop just because you have discovered somebody’s strengths and areas of flow! You can now be much more focused and discriminatory about where you invest.

You can bet that your employees will not want to waste their time acquiring knowledge or learning skills that will take them out of flow either. Being in flow often taps into their inner motivation and means that they have much more fun at work too, which will increase retention of your best performers.

So what can you do today about this? Well if you’re responsible for training and development budgets, see if you can get to the bottom of poor performance. Is it really a lack of skills or knowledge, or is the person out of flow? If they’re out of flow then no amount of development is going to help them very much. You simply can’t develop what isn’t there in the first place…

Instead look to work with them and their line manager to tweak their accountabilities. What do they love doing? Where do they think they can really add value? Sometimes it’s just about letting them do something in the way that suits them and their strengths. Teach them the strategies that work best for their strengths and watch their performance soar.



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Una’s spotlight: Swinging times!

I was at a networking event last week that had a musical session instead of a speaker and it really got me thinking…

Swing singer Richard Daniels was absolutely superb (you can listen to samples here and I had a smile on my face all day! I realised that I had got out of the habit of listening to music. I used to go dancing a lot so that and listening to tunes in the car used to top me up. However these days I haven’t been dancing in quite a while and since I switched to my ipod it was often just too much hassle to connect up in the car.

As a Star Profile, in improving my own performance recently I’ve been getting more focused and measuring more. I’ve been getting in touch with Tempo and Steel energy, not getting out of flow but enough to ensure that my Star energy isn’t whittered away. However what I hadn’t really considered as much is my Spirit energy.

Spirit energy is the space that you step into when considering your purpose as it’s all about the Why? It’s the place great leaders go when working with their teams so they are more open to other’s needs and communication preferences. The Spirit energy is where you find your inner motivation.

As I sat grinning, swaying and tapping along to the music in that networking meeting (yes it probably was a sight!) I realised that music is a great way for me to connect to Spirit energy. I take time each week to meditate a few times – even if it’s down the gym in the Jacuzzi! However with high Dynamo and Blaze energy in my profile make-up something livelier, with great possibilities for variety would also be good.

So with newly synchronised tunes on my iPhone 4s now I have no excuse. (Wow, I just asked Siri to play me something by Robbie Williams music and I’m now listening to Nan’s Song!)

So what do you need to do to connect with you, with your Spirit energy more? Have you got time scheduled every week to do the things that make your heart sing and if not, why not? What are one or two little things that you could do that will fit in with your lifestyle? What will help you to get more in flow?

If you’re worried that doing these things will affect your productivity then please don’t. The chances are that these activities will actually improve your motivation, increase your energy levels and your overall performance. Have fun!

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