<ul>
<li>Toxic leadership is the main reason why employees leave their jobs. In order to become truly exceptional, those in charge must practice empathetic leadership.</li>
<li>Empathy is the ability to feel what another person is feeling. It is the ability to put yourself in the other person’s shoes in a big and meaningful way. It is to experience their emotions.</li>
<li>Emotional intelligence is the ability to understand and manage your own emotions, as well as the emotions of others. Empathy is absolutely critical to emotional intelligence.</li>
</ul>

Empathy in a Remote Team

We live in an era filled with information. Thus, without emotions and the ability to sense, understand, and respond to these emotions, any level of understanding and connection is impossible. In today’s business world, we have tools and methods for the efficient exchange of information, but these leave out a massive amount of what makes people human. Research has shown that empathy is essential at work, and when it comes to remote work, the critical need for developing both emotional intelligence–and expressing it in the form of empathy–is imperative to its success.

Why Empathy Is Important

Encourage formal and informal meetings, demonstrate your listening abilities and show care. You can use technology to enhance virtual meetings to feel more close and connected. One has to assume a positive intent and work closely with the team, getting a full idea of their workday, life and the challenges they face.

How To Be A More Empathetic Leader

We are all biased. People tend to approach situations with preconceived notions. It helps people feel prepared for situations. It helps people to feel in control and more comfortable. But preconceived notions, assumptions, or biases make it difficult to listen fully. Work on identifying them and challenging these biases to improve empathy and become more inclusive of different perspectives.

Identify And Challenge Your Biases

The highest-performing teams have one thing in common: psychological safety. It is the belief that you won’t be punished when you make a mistake. <ul><li>Approach conflict as a collaborator, not an adversary.</li><li>Ask for feedback to illuminate your own blind spots. Open up for suggestions and ideas from your team and take time to reflect on them.</li><li>Commit to developing a psychologically safe culture. Discuss shared “team rules” openly.</li></ul>

A Safe Place

With technology, you can scale empathetic leadership development to optimize collaboration for stronger team effectiveness.

remotework

Remote Work

career

Career

loveandrelationships

Love & Relationships

leadershipandmanagement

Leadership & Management

3 Ways to Practice Empathetic Leadership with a Virtual Team

A meeting cadence is how often a meeting is held. For example, if you and a direct report check in every Friday morning, that’s a weekly cadence. If you have a request to meet every other month, that’s a bimonthly cadence.
The challenge for every company is how frequently meetings should take place. In an increasingly distributed workforce where a face-to-face Zoom is sometimes the only interactions you’ll have with your team, these are often overscheduled in the hopes that these “in person” meetings will be beneficial to building relationships and team morale.

Meeting Cadence

You want your team to know what everyone is working on, but you also want to allow for enough freedom for everyone to work autonomously.  Here are a few examples of some common meetings and how frequently they might meet. <ul><li>One-on-One Meetings: Weekly meeting cadence</li><li>All Hands: Quarterly meeting cadence</li><li>Daily standup meeting: Every day</li><li>Leadership Teams: Monthly meeting cadence</li></ul>

Different Companies, Different Needs

<ol><li>What is the goal of this meeting?</li><li>Can this meeting happen asynchronously?</li><li>Is this a high-priority or urgent task?</li><li>Do these types of meetings regularly run over the allotted time?</li><li>Do we run out of items to discuss in these types of meetings?</li></ol>

Five Questions To Ask Before Making a New Meeting Request

Once you’ve determined that you’ve got a weekly cadence for one project and another weekly cadence for an all-staff check-in, that doesn’t mean these have to be formatted in the same way. You have to decide if the meeting is information seeking or information giving, which we alluded to earlier. This matters a lot when you’re determining how to best check-in.

Change Your Cadence: Asynchronous vs Synchronous Meetings

These meetings fall into any of the following categories:Seeking Information<ul><li>A kickoff meeting for a new project</li><li>A project team meeting to discuss next steps</li><li>Management meeting to check in on how teams are running</li><li>A one-on-one with a direct report to check in on goals and tasks</li></ul> For information giving meetings, those might be: <ul><li>A daily standup</li><li>A project update</li><li>A company’s annual report</li></ul>

Information Seeking And Giving

Research shows that 15% of an organization's time is spent in meetings. Imagine moving that 15% towards actionable tasks that can increase revenue in your business? Less meetings and more money? An easy win. A whopping 73% of people admit to multitasking during meetings. Let your employees spend more time doing their work and less time passively listening in.

Fewer Meetings = Better Meetings

<ol><li>Do create an agenda. Make sure everyone knows what will be covered in advance so they can attend better prepared.</li><li>Don’t leave room for questions at the end. Instead, use Slack or email for any follow-ups since there’s never enough time at the end of the meeting to get to everyone’s questions.</li><li>Do invite-only key players to a meeting. It’s much easier to communicate in smaller groups.</li><li>Don’t go over the allocated meeting time.</li></ol>

Four Do’s and Don’ts For Your Meetings

How often should you meet with your remote team? What can be an asynchronous update vs a synchronous meeting?  Here's how to decide how many meetings you need.

corporateculture

Corporate Culture

Meeting Cadence: What’s Right For Your Remote Team?

Most people approach data the wrong way: They start with a data set, then use their favourite tools and techniques on it. This produces a narrow set of unsurprising results.
When we want to gain knowledge from the data, we should first do some thinking. Before we can answer how we first need to ask why. But this can be surprisingly challenging. The answer is to have a structure to think through all the aspects of a problem.

First why, then how

We can find structure when we create the scope for a data problem. A scope is the outline of a story of why we are focusing on this problem. The scope of a project consists of four parts, which is expressed as the mnemonic CoNVO.<ul><li>Context</li><li>Needs</li><li>Vision</li><li>Outcome</li></ul>When a problem is well-scoped, we will be able to talk about the project easily. The story will have context, conflict (the need), a resolution (the vision) and a happy ending (the outcome.) Once we have done the thinking using the CoNVO structure, we can go and collect the data.

Creating a scope for a data problem

We find context when we know who we are working with and why they're doing what they are doing. We learn the context when we talk to them about their long-term goals. The context provides a project with larger goals and helps to keep us on track. An example of context: A news organisation produces stories and editorials for a wide audience. It gets money from advertising and through premium subscriptions to its content. The final decision-maker is the head of online business.

Context (Co)

What needs could be fixed by intelligently using data? When we clearly explain a need, we are showing what could be improved by better knowledge. An example of needs:  We want to place our ads in a smart way. What should we be optimising?

Needs (N)

Vision is when we take a glimpse of what it will look like to meet the need with data. The vision consist of the following:<ul><li>A mockup explaining the intended results: It could take the form of reporting the outcome of the analysis in a few sentences, a graph, or a user interface sketch that shows how people might use a tool.</li><li>A sketch of the argument we're going to make: It is a loose outline of what we need to do to be convincing.</li></ul>

Vision (V)

The data scientist wants to know how the data and/or insights will be used. How will it be integrated into the organisation? Who will use the data, and why?An example of outcome: The marketing team needs to be trained in using the model (or software) to guide their decisions, and the success of the model needs to be gauged in its effect on the sales..

Outcome (O)

Thinking With Data is not about how to do data analysis but about first working out what the problem is that you're trying to solve.

Many analysts are too concerned with tools and techniques for cleansing, modeling, and visualizing datasets and not concerned enough with asking the right questions. In this practical guide, data strategy consultant Max Shron shows you how to put the why before the how, through an often-overlooked set of analytical skills. Thinking with Data helps you learn techniques for turning data into knowledge you can use. You’ll learn a framework for defining your project, including the data you want to collect, and how you intend to approach, organize, and analyze the results. You’ll also learn patterns of reasoning that will help you unveil the real problem that needs to be solved. Learn a framework for scoping data projects Understand how to pin down the details of an idea, receive feedback, and begin prototyping Use the tools of arguments to ask good questions, build projects in stages, and communicate results Explore data-specific patterns of reasoning and learn how to build more useful arguments Delve into causal reasoning and learn how it permeates data work Put everything together, using extended examples to see the method of full problem thinking in action

productivity

Productivity

problemsolving

Problem Solving

books

Books

computerscience

Computer Science

Many analysts are too concerned with tools and techniques for cleansing, modeling, and visualizing datasets and not concerned enough with asking the right questions. In this practical guide, data strategy consultant Max Shron shows you how to put the why before the how, through an often-overlooked set of analytical skills.Thinking with Data helps you learn techniques for turning data into knowledge you can use. You’ll learn a framework for defining your project, including the data you want to collect, and how you intend to approach, organize, and analyze the results. You’ll also learn patterns of reasoning that will help you unveil the real problem that needs to be solved.<ul><li>Learn a framework for scoping data projects</li><li>Understand how to pin down the details of an idea, receive feedback, and begin prototyping</li><li>Use the tools of arguments to ask good questions, build projects in stages, and communicate results</li><li>Explore data-specific patterns of reasoning and learn how to build more useful arguments</li><li>Delve into causal reasoning and learn how it permeates data work</li><li>Put everything together, using extended examples to see the method of full problem thinking in action</li></ul>

Max Shron

Thinking with Data

It means an absence of interpersonal fear. When psychological safety is present, people are able to speak up with work-relevant content.
For many people during the pandemic, the explicitness of the physical lack of safety has been experienced as a shared fear, which has allowed them to be more open and intimate and more able to voice their thoughts and concerns with colleagues.
This collective fear thus becomes a potential driver of collaboration and innovation, further contributing to an open environment for producing and sharing ideas that under normal conditions may have remained unshared.

Psychological safety

Even though face-to-face interactions allow for a level of intimacy and understanding that may be lost online, with video formats you can still pick up cues and detect whether someone’s in some period of mild distress.Leaping into task orientation too quickly may almost feel like a violation to the person on the other end of the call. Taking a pause to acknowledge where the person is and what they need can build trust over time and make the shared interaction emotionally less risky. Yet this might also make the exchanges themselves even more draining as you pause to doubt the interactions.

Building trust and confidence

What makes management by wandering around so successful is the ability to make a genuine link between a task or job and a larger overarching purpose.
Although not as spontaneous as walking around, video calls and chats, when kept to relatively small sizes, can still develop the connective tissue linking actions to a shared vision for the future.

Management by wandering

With tools like Zoom, communications have become more explicit and structured; leaders must ask direct questions about what’s working and what isn’t.

The degree to which leaders can manage their own stress and feelings, and the reason why emotional self-awareness and mindfulness are so important in times of crisis, is because leaders become emotional contagions, inflicting positive or negative feelings on others.And, although sometimes leaders may want to induce some stress into a situation to insert new energy and momentum, most of the time it’s better to engage people in positive pursuits to retain a higher level of creativity, productiveness, and engagement.

Emotional contagion in the workplace

We can’t be positively infectious with others unless we’re feeling inspired and sustained ourselves first. That’s what leaders managing high-stress positions need to do to take care of themselves and to then involve and take care of others.

As a leader in this point in time, you don’t want to be faking your emotions. There is an enormous need for genuineness and transparency. And that means some leaders might have to actually train themselves to be caring, curious, and positive, which is hard to do when you’re in a state of threat or fear when self-protection becomes an overwhelming instinct.
There is a strong temptation to just dive right into business without acknowledging what others might be up against. Best practice is therefore to stop, pause, breathe, and remind yourself to be interested in what’s going on for others.

The need for genuineness

A shared vision or shared sense of purpose is the strongest predictor of organizational-leadership effectiveness, engagement, organizational citizenship, and even product innovation. This is a time for leaders to try to invoke or provoke a degree of reflection, spending the time to talk about a shared sense of purpose and core values while also spending the time to emotionally check-in. Purpose and vision are critical today, but only to the extent that both are recognized as updatable, and reflective of a continuous learning process.

A shared sense of purpose

Want to build a high-performing team? Start with creating a safer work evironment

teamwork

Teamwork

Fostering Psychological Safety In The Workplace

Understand yourself and those around you.

psychology

Psychology

Psychological safety, emotional intelligence, and leadership in a time of flux

Without plans and goals, organizations merely react to daily occurrences without considering what will happen in the long run. For example, the solution that makes sense in the short term doesn't always make sense in the long term. Plans avoid this drift situation and ensure that short‐range efforts will support and harmonize with future goals.

Gives an organization a sense of direction.

Plans keep the people who carry them out focused on the anticipated results. In addition, keeping sight of the goal also motivates employees

Focuses attention on objectives and results. 

Diverse groups cannot effectively cooperate in joint projects without an integrated plan. Examples are numerous: Plumbers, carpenters, and electricians cannot build a house without blueprints. In addition, military activities require the coordination of Army, Navy, and Air Force units.

Establishes a basis for teamwork.

When management plans, it can help forecast future problems and make any necessary changes up front to avoid them. Of course, surprises — such as the 1973 quadrupling of oil prices — can always catch an organization short, but many changes are easier to forecast. Planning for these potential problems helps to minimize mistakes and reduce the “surprises” that inevitably occur.

Helps anticipate problems and cope with change

Decisions are future‐oriented. If management doesn't have any plans for the future, they will have few guidelines for making current decisions. If a company knows that it wants to introduce a new product three years in the future, its management must be mindful of the decisions they make now. Plans help both managers and employees keep their eyes on the big picture.

Provides guidelines for decision making. 

Planning is primary, because without knowing what an organization wants to accomplish, management can't intelligently undertake any of the other basic managerial activities: organizing, staffing, leading, and/or controlling.

Prerequisite to employing all other management function

The military saying, &ldquo;If you fail to plan, you plan to fail,&rdquo; is very true. Without a plan, managers are set up to encounter errors, waste, and dela

personaldevelopment

Personal Development

timemanagement

Time Management

Recognizing the Advantages of Planning

Good technical design decisions are very dependent on context. 
Teams that regularly work together on common goals are able to communicate regularly and negotiate changes quickly. These teams exhibit a strong force of alignment, and can make technology and design decisions that harness that strong force. As we zoom out in a larger organisation, an increasingly weak force exists between teams and divisions that work independently and have less frequent collaboration. Recognising the differences in these strong and weak forces allows us to make better decisions.

The Forces Of Architecture

Technology governance and what is considered ‘good architecture’ is mostly considered with a ‘one size fits all’ approach.
<ul>
<li>Many organisations try to apply the same strict governance at all levels - limiting tech choices, and disempowering teams. </li>
<li>Others have allowed teams complete autonomy at all levels, meaning teams are left to make their own choices with no constraints at all. </li>
</ul>
Neither of those approaches are ideal.

One Size Fits All Approach

Within a domain we have multiple teams, each being responsible for some capabilities and underlying systems within the domain. 
Sometimes this is perfectly aligned, with each team being custodians of a neatly bounded set of systems. More often this is imperfect in reality, with custodianship of some systems being shared across teams - often for legacy reasons. For teams within a domain, there is a very strong force of alignment.

Within A Domain: Strong Forces

In the middle ground we have our vertical structure, with multiple domains. The social distance between the people in one domain and another is getting stretched. 
This makes negotiation and reaching alignment more strained and slower, and so necessarily this impacts our technology choices and approaches.

Within A Vertical: Weakened Forces

When we zoom out to all of the organisation - the force of alignment between the verticals is very weak indeed. It is quite hard to make changes atomically across the landscape - mostly because the prioritisation of work for each vertical is deliberately independent. 
Coordinating work at this level is necessarily much slower and limiting. This means our design decisions and approaches need to adapt accordingly.

Whole Of Organization: Weak Forces

<ul>
<li>Within a single domain, there should be a small set of technology choices agreed upon.</li>
<li>Often this follows Default Trial Retire for each class of technology required.</li>
<li>Informal governance through technology leadership is usually highly effective.</li>
</ul>

Technology Choices: Domain (strong force)

<ul><li>At a vertical level, there would be a slightly larger set of agreed technology choices, to cater for the differing needs of the multiple domains.</li><li>It is beneficial for the vertical to be able to move people closer to high priority work, so keeping aligned on technology is important here.</li><li>More formal sharing of solution options and proposals keeps choices aligned effectively.</li></ul>

Technology Choices:  Vertical(Weakened Force)

<ul><li>The weakest force for aligning and governing technology choices is at the Whole of Org level.</li><li>Solution options and proposals encourage dialog and improve alignment.</li></ul>

Technology Choices: Whole of Org (weak force)

<ul><li>Within a single domain, even across 3-5 teams, we should have high bandwidth communication and a short distance to empowered leadership.</li><li>This means that when a change needs to be made to shared code or infrastructure, we can quickly inform and prepare for the changes.</li><li>The coupling introduced by shared code and infrastructure has less impact, and the benefits often outweigh the costs.</li></ul>

Shared Code And Infrastructure: Domain (strong force)

Sharing code, artefacts, and infrastructure can often be managed at a vertical level - but the drag introduced should be carefully monitored.

Shared Code And Infrastructure: Vertical (weakened force)

Shared code at a whole of organisation level is limited to highly stable, highly useful things. Mostly these things are limited to libraries which can be distributed and versioned, and changed carefully.Shared infrastructure is similar - at an org-wide level, shared infrastructure must have very high value, and be well-encapsulated (“as a service”, self-service). It should very rarely need a core change in response to a need from a single team.

Shared Code And Infrastructure: Whole of Org (weak force)

<ul><li>Within a single domain - with high degrees of alignment in terms of practices and technology - it can be quite reasonable for teams to contribute code across team boundaries, with a type of collective code ownership extending to the whole domain.</li><li>Custodianship of each system should still be clearly understood, usually best kept within one team.</li><li>At a vertical level, it is common for code contribution to happen across systems, e.g. pull requests in source control - with only small amounts of delay and re-work required.</li></ul>

Code Contribution models: Domain Level

<ul><li>At the whole of org level, it is often quite difficult (and sometimes harmful) to effectively manage contributions that cross verticals.</li><li>This is particularly true where systems are complex in nature, highly critical or sensitive in terms of accuracy, performance, privacy and compliance.</li><li>When completely new system features are being established, it can work well to collaborate across verticals even doing pair-programming together.</li></ul>

Code Contribution models: Whole of Org (weak force)

<ul>
<li>Domain (strong force): Systems that are owned within a single domain are relatively easy to change in a closely coordinated way. </li>
<li>Vertical (weakened force): Changes that must be coordinated across multiple domains within a vertical should be rare, but can be managed when absolutely necessary. </li>
<li>Whole of org (weak force): The impact of highly-coupled integration (e.g. ETLs, database integration) is very high, and should be absolutely avoided.</li>
</ul>

Integration Patterns: Connecting Systems Together

Understanding the strong and weak forces of team architecture

The strong and weak forces of architecture

<ul><li>Remote work lacks the distractions, annoyances, and soft abuses that come with co-workers and middle managers.</li><li> They don’t have to commute </li><li>Can be evaluated mostly on their actual work rather than on the optics-driven albatross of “office culture”. </li></ul>

Why do people like working from home?

<ul><li>When we are all in the same physical space, we are oftentimes evaluated not on the execution of our role but on our diplomacy—by which I mean our ability to kiss up to the right people rather than actually being a decent person.</li><li>It’s much harder to be a jerk over Slack, email, and text when someone can screenshot it and send it to HR (<a href="https://www.theverge.com/2019/12/5/20995453/away-luggage-ceo-steph-korey-toxic-work-environment-travel-inclusion">or to a journalist</a>).</li></ul>

The necessity to be nice

<ul><li>The anti-remote crowd seems to believe that the responsibility of a 9-to-5 employee isn’t simply the work but the appearance, optics, and ceremony of the work.</li><li>Making people work late is much harder when you can’t trap them in one place with free food, a Ping-Pong table, a kegerator, or laundry services—benefits that you champion instead of monetary compensation.</li></ul>

Why are people still compelled to come back to offices?

to understand why organisations compel their employees back to work despite enough evidence against it. 

Like it or not, the way we work has already evolved.

Why Managers Fear a Remote-Work Future

We tend to solve problems by breaking them down, prioritizing the issues and tackling them one by one. Such piecemeal fixes only address the symptoms but not the underlying causes that perpetuate the problem. In fact, the solution for one problem often creates other problems. For example, to improve our financial performance, we cut budgets.
People start to feel frustrated and demoralized; productivity drops and performance worsens. The way to break free from this vicious cycle is to adopt a system-wide perspective and change the context in which your actions are being taken.

How We Normally Solve Problems

Our perceptions shape our performance. How people perform correlates to how situations occur to them. Your actions will perfectly match the way you see a situation. The facts don’t matter as much as our subjective interpretation of those facts.
This law explains why people behave the way they do and sets the foundation for the other 2 laws. How a situation “occurs” to you depends on:
<ul>
<li>How you interpret the past, or why you believe things are the way they are now; and</li>
<li>What you expect in the future, or the outcomes you expect from your current actions.</li>
</ul>

The Three Laws Of Performance: Law 1

Any change initiatives to address the problem backfires because the perception of the people stays the same.
The first step toward transformation is to acknowledge your reality illusion, i.e. realize that you’re not seeing things as they are, but simply as they appear to you.

What You Resist Will Persist

Our language shapes our perception.
How a situation occurs, arises in language. Most people don’t realize the profound impact of our language on our thoughts, feelings and behaviours. Language is much more than our spoken/written words. It also includes our body language, tone of voice, facial expressions, and other forms of self-expression.

The Three Laws Of Performance: Law 2

What’s “unsaid but communicated” tends to have a much bigger impact on our performance than our spoken words. Our unspoken assumptions, fears, doubts, hopes, expectations, regrets, etc. affect what we consider to be possible, important, relevant, or appropriate.
To change your future, you must first change your language.

Altering Our Language

Future-based language transforms how situations occur to people.
People who are unwilling to change their views will have a negative outlook on life, as they expect things to stay the same.
<ul>
<li>Descriptive language describes past events, issues, data etc. It’s useful for looking backwards to spot trends or to analyze what happened.</li>
<li>Future-based language (or generative language) can be used to craft a totally new vision that replaces the default future.</li>
</ul>
You can’t paint a new future if your canvas is already full. You need to create space and ideally start on a blank page.

The Three Laws Of Performance: Law 3

Many executives suffer from lagging sales, declining employee morale and other problems. These issues often arise because they don’t know how to fix them. They just try some things out, but those solutions only work for a while before another problem arises. 
To truly change your company’s dynamics, apply the Three Laws of Performance: 
<ul>
<li>Don’t blame employees or products; </li>
<li>Focus on goals rather than methods; </li>
<li>Think in terms of systems instead of events.</li>
</ul>

Fundamental Organizational Change

How do companies –– in different countries and industries –– all achieve breakthrough performance when the odds are stacked against them?  The answer: By applying The Three Laws of Performance and thereby re-writing their futures.  Authors Steve Zaffrron and Dave Logan crack the code on rewriting the future for people and organizations, elevating performance to unprecedented levels.

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable. Brand-new Introduction written for the paperback edition Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others Two experts in the field show how to make major transformations happen The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable. <ul> <li>Brand-new Introduction written for the paperback edition</li> <li>Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others</li> <li>Two experts in the field show how to make major transformations happen</li> </ul> The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.

Steve Zaffron

Dave Logan

The Three Laws of Performance

Ed Batista, a Stanford Graduate School of Business lecturer, has worked with many executives in his career and the one problem that is most evident to him is that many executives and CEOs experience people problems.

People Problems

The hell of life is that everyone has their reasons

We often find ourselves assuming about the reasons why people behave the way they behave but we fail to ask "why do I find their behavior maddening or frustrating?"  We have to slow down and remind ourselves that everyone has their own reasons for their behavior and as leaders we must allow ourselves to empathize and learn if there is something we can do about it.

Mitigating Assumption in People's Behavior

Here are some questions you can use to explore about a person's behavior:<ul><li>What are their beliefs and assumptions? Can I allow that information to inform how I approach them?</li><li>Can I take a broader perspective on what might be driving them? What impulses or reasoning might be informing their behavior?</li><li>Am I creating a condition that they are finding the need to adapt to that I might find frustrating?</li><li>Is there something I can do to change how I'm showing up and influence the environment in which this other person is operating?</li></ul>

Exploring Empathy

communication

Communication

The Strategic Importance of Empathy

Following your heart requires a certain foundation of practice . If you don't have a very stable mindset it may be not clear whether you are following your heart or superficial desires

Following Your Heart Is Good Way To Live Your Life #passion

Finding out truth need lots of energy and patience

A real Shaolin monk answers controversial questions! When shopping for a new laptop, look for NVIDIA GeForce RTX GPU laptops because they’re faster than an average laptop for gaming and STEM apps. 👨‍💻 Find the best NVIDIA GeForce Laptop for you ▸ https://bit.ly/3aj6vZw 👕 SHOP GO BEYOND MERCH TO SUPPORT US: http://shop.hafugo.com - GO BEYOND - NEVER QUIT - ACHIEVE GREATNESS - Master Yandi 释延荻法师 *NEW* Master Yandi is holding live classes in Vancouver Canada! Go to https://www.shaolincanada.org/register Master Yandi is a Shaolin kung fu master from the Shaolin Temple. He is now spreading his teachings in Richmond Canada. Learn more about Shaolin culture and Master Yandi: https://shaolincanada.org/ or email info@shaolincanada.org Master Yandi is the Abbot and Headmaster at Shaolin Temple & Cultural Centre of Canada located in Richmond BC. The Shaolin Temple of Canada is a non-profit society and an official extension of Shaolin Temple & Monastery of Hanan China. He entered Shaolin Temple at the young age of 8 and has been training ever since. Now Master Yandi aims to help students and disciples of all backgrounds and cultures in their quest of compassion, physical & spiritual fitness, and enlightenment through its teachings. Go visit their website if you want to learn more. In week three of this Kung Fu Hafu series, I learned how to meditate with a Buddhist monk. "Meditation is as easy as breathing but it can also be impossible." You must learn to control your mind. This is the most important kung fu lesson of the series because your state of mind affects your entire life. I'll be training on a weekly basis with Master Yandi. So excited to show you my progress and share my learnings!! 💬 Join our NEW DISCORD SERVER: https://discord.gg/Xt6NBkq 👊 SUBSCRIBE & DING THE BELL TO JOIN THE GO GANG https://www.youtube.com/channel/UCXMVaxrax7RNDPdfRrXXgtQ?sub_confirmation=1 ❗ ADD ME ON INSTAGRAM: https://www.instagram.com/hafugo 🗳️ Channel Suggestion Box: https://forms.gle/yJxVYjqVpMPBUJ5ZA ✉️ Business Inquiries Only: sponsorships@hafugo.com Cinematography By: Eugene - https://www.instagram.com/like_water_dao/ Saar - https://www.instagram.com/saarboi/ ▶️ WATCH OTHER EPISODES Shaolin Kung Fu Training - Week 1 ▸ https://youtu.be/9xLnlskm0s0 Shaolin Kung Fu Training - Week 2 ▸ https://youtu.be/baXaGhCq54s Shaolin Kung Fu Training - Week 3 ▸ https://youtu.be/OFTPI3Fm7nI Surviving 24 Hours With A Shaolin Kung Fu Master ▸ https://youtu.be/dcG4o12O28U Surviving the Final Test to Become a Shaolin Warrior ▸ https://youtu.be/zsImYVwuxrs My Life At Shaolin Temple (Ranton) https://youtu.be/XZuKUPMpcwA The extraordinary final test to become a Shaolin Master (BBC) https://youtu.be/Zbow21FKJS4 For those of you who don't know, Shaolin kung fu is one of the oldest and hardest forms of martial arts. A lot of MMA and other martial arts originated from Shaolin kung fu. You may have seen many MMA fighter vs Shaolin Monk videos on YouTube. Shaolin masters can develop crazy abilities like iron fist, extreme flexibility, and the ability to run on water. #KungfuHafu

philosophy

Philosophy

A real Shaolin monk answers controversial questions! When shopping for a new laptop, look for NVIDIA GeForce RTX GPU laptops because they’re faster than an average laptop for gaming and STEM apps. 👨‍💻 Find the best NVIDIA GeForce Laptop for you ▸ https://bit.ly/3aj6vZw

👕 SHOP GO BEYOND MERCH TO SUPPORT US: http://shop.hafugo.com
- GO BEYOND - NEVER QUIT - ACHIEVE GREATNESS - 

Master Yandi 释延荻法师
*NEW* Master Yandi is holding live classes in Vancouver Canada! Go to https://www.shaolincanada.org/register 

Master Yandi is a Shaolin kung fu master from the Shaolin Temple. He is now spreading his teachings in Richmond Canada. Learn more about Shaolin culture and Master Yandi: https://shaolincanada.org/ or email info@shaolincanada.org

Master Yandi is the Abbot and Headmaster at Shaolin Temple & Cultural Centre of Canada located in Richmond BC. The Shaolin Temple of Canada is a non-profit society and an official extension of Shaolin Temple & Monastery of Hanan China. He entered Shaolin Temple at the young age of 8 and has been training ever since. Now Master Yandi aims to help students and disciples of all backgrounds and cultures in their quest of compassion, physical & spiritual fitness, and enlightenment through its teachings. Go visit their website if you want to learn more.

In week three of this Kung Fu Hafu series, I learned how to meditate with a Buddhist monk. "Meditation is as easy as breathing but it can also be impossible." You must learn to control your mind. This is the most important kung fu lesson of the series because your state of mind affects your entire life. 

I'll be training on a weekly basis with Master Yandi. So excited to show you my progress and share my learnings!!

💬 Join our NEW DISCORD SERVER: https://discord.gg/Xt6NBkq  
👊 SUBSCRIBE & DING THE BELL TO JOIN THE GO GANG https://www.youtube.com/channel/UCXMVaxrax7RNDPdfRrXXgtQ?sub_confirmation=1
❗ ADD ME ON INSTAGRAM: https://www.instagram.com/hafugo
🗳️ Channel Suggestion Box: https://forms.gle/yJxVYjqVpMPBUJ5ZA
✉️ Business Inquiries Only: sponsorships@hafugo.com

Cinematography By:
Eugene - https://www.instagram.com/like_water_dao/
Saar - https://www.instagram.com/saarboi/

🎬 Watch ALL Episodes of My Kung Fu Training
▸ https://www.youtube.com/watch?v=9xLnlskm0s0&list=PLsL1eOGHCr_rBZDDRT9JLqrwtVPkviLDo&index=1

Surviving 24 Hours With A Shaolin Kung Fu Master
▸ https://youtu.be/dcG4o12O28U

Shaolin Kung Fu Training - Week 1
▸ https://youtu.be/9xLnlskm0s0

Shaolin Kung Fu Training - Week 2
▸ https://youtu.be/baXaGhCq54s

Shaolin Kung Fu Training - Week 3
▸ https://youtu.be/OFTPI3Fm7nI

Shaolin Kung Fu Training - Week 4
▸ https://youtu.be/zsImYVwuxrs

Training Iron Fist Kung Fu for 7 Days
▸ https://youtu.be/OCroFJkrajw

My Life At Shaolin Temple (Ranton)
https://youtu.be/XZuKUPMpcwA
The extraordinary final test to become a Shaolin Master (BBC)
https://youtu.be/Zbow21FKJS4

For those of you who don't know, Shaolin kung fu is one of the oldest and hardest forms of martial arts. A lot of MMA and other martial arts originated from Shaolin kung fu. You may have seen many MMA fighter vs Shaolin Monk videos on YouTube. Shaolin masters can develop crazy abilities like iron fist, extreme flexibility, and the ability to run on water.

#KungfuHafu

People who subscribe to this channel are driven visionaries. Our motto is "GO BEYOND." I want to liberate you from the limitations of your own mind. Subscribe and join the Go Gang if you want to join us in bettering the world.

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