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Shawna Schuh

Are You a Seeker or a Conquerer?

The seeker finds success daily; the conquerer attains it only at the top.

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SUCCESS CAN MEAN DIFFERENT things to different people, although the dictionary definition of success is: The accomplishment of an aim or purpose.

For me, it’s shifted from a destination to the journey — or what I like to call an adventure — because for me, life, love, pets and relationships are all adventures, usually to undiscovered places or experiences.

As we travel forward in life, we can hold success out in front of us like a carrot for a horse, or we can experience the pleasant feeling of being successful every time we take an action step.

So when you have the aim to learn something, and you do … success!

When you set out to make a customer smile, and you do … success!

When a new concept is presented, and you learn it, use it and excel in it … success, even though the process, the adventure may not be not complete.

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When we think and feel successful, we do the actions that produce the results we seek. We also skip the painful process of thinking: “When I reach X, I’ll be successful,” or, “After I have Y, I’ll feel successful.”

We can live more fully, more engaged, energized and creative because every action is a success when we move forward with the right intention.

Let me explain it further with two mountain-climbing analogies:

In one case, the climber is the Seeker: Every prep, every step, every hurdle and every experience is a success getting to the top, and more important, returning from the top of the mountain.

In another case, the Conquerer: Success is only at the top. This permits less focus on getting back down gracefully or safely. So success is measured only by being on top, by taking control and forcing it.

Stop and ask yourself whether you relate more to the Seeker or the Conquerer. I’m not going to judge you. However, in my work with wonderful, successful professionals, I do know the happiest ones are those who seek and experience that happy jolt of success every step, every hurdle and every sale they take or make each day.

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How do you become a better Seeker?

1. Set up all the action steps to take you where you want to go.
2. Track those steps so you know you accomplished them.
3. Note your progress and celebrate how far you’ve come.
4. Bask in the fact you are moving in the right direction.
5. Embrace the knowledge that there is no top/end to attain.
6. Revel in being a Seeker because those who seek, find!

This feeling of success is truly wonderful. Being a Seeker reminds me that I am creating the life I live, and if I can do it, so can you.

Shawna Schuh is a certified speaking professional, an executive coach, master neuro linguistic program- ming practitioner and president of Women in the Pet Industry Network. Email her at shawna@womeninthepetindustry.com.

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Shawna Schuh

True Leaders Learn the Skills of Telling, Selling and Asking

Beware the overshare.

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IN AN INTERVIEW FOR a new team member, we sat down and began some preliminary chit-chat.

Admittedly, I am a curious sort; I ask more questions than most. It’s my job, after all, as a leadership coach, so when I began by asking, “Tell me a little about yourself.” I did not expect to hear what I did: The interviewee went on to share and to overshare. We found out about her marriage history, abuse, blended families, a home lost by the recession and what was wrong with her last employer.

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She was talking too much for us to ask additional questions.

According to her resume, she had the skills we needed, but we decided we wouldn’t hire her because of her oversharing habit.

Oversharing lost her the job. Over-sharing can lose you customers, too.

What is a leader to do? Well, first, be sure you aren’t the one who overshares.

My coaching clients learn early that most leaders do three things often.

1. They tell. Usually, leaders are telling their team how to do things, what the vision is, how to handle customers. Leaders tell and tell and tell. They do this because they are the ones in the know. They are making the decisions, and to be good communicators, they tell their teams.

2. They sell. This is one most leaders don’t realize they are doing, but they do it all the time. After all, you want your team bought into your vision, and you want people to get excited. Leaders are the most knowledgeable about the product or business, and most started by selling so they sell.

When you are telling and selling, sometimes you forget and overshare. Leaders get zealous about things and sometimes that leads to oversharing.
What can you do to stop yourself from the overshare? What would have helped the interviewee land the job?

3. They ask. Leaders learn to be expert askers. When you ask questions, many wonderful things happen: The people you ask questions feel valued — like their opinion matters. You learn something. And you allow others to talk, which means you aren’t talking or oversharing.

To become an expert asker, all you need do is, of course, ask questions. This is a simple concept like dieting, and, like dieting, usually not easy.

Here are two questions most any leader or anyone will benefit from asking:

What is it you want?

This question helps the other person define their goals. For customers, it helps you help them. Note: Be prepared for some silence, a lot of people really don’t know what they want. If they are quiet, simply smile and ask them something else like, “What makes you happiest?”

What can I do for you?

This question gets to the core of need. It also shows them that you are focused on them. That’s the beauty of questions: They are outward focused, and when you are outward focused, it helps you be the kind of leader, teammate, partner, a parent that others want to be around.

If nothing else, please think before you overshare!

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Shawna Schuh

3 Words to Project Calm and Give Yourself Time to Think

When you find life, people, pets — anything — interesting, you’ll find your life more interesting…

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AS A LEADER, what is your reaction to upsets, incidents, challenges and changes?

I like to think I keep a cool head and open mind, and I hope I do. However, recently when I was working with a client, I noticed something she does that is effective and helps her move through things in not only a more professional way, but in a way that allows deeper learning.

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Her way is to look at everything as if it’s a puzzle or something to figure out, dissect and alter. This is a new way of thinking and being that will help you.

My client, when confronted with something new, or an issue, or even a correction, will pause for a moment, then comment, “Isn’t that interesting …,” as she allows her mind to work.

This does several things you can use too.

First, it shifts the energy from shock, dismay or any reaction that is negative, to one of curiosity and inquiry. The mere idea that anything new or presented is “interesting” makes it so.

Many people react with “That’s terrible!” or “Oh no!” or pure disbelief. This reaction, though common, puts the energy in a downward spiral. It becomes something to fix rather than something to learn from.

When you say to yourself or out loud, “Isn’t that interesting ….” You look at it differently, and you feel differently about it. The best part is, you begin to explore ways to work through things or seek the lessons in what has happened.

Making everything that is said or done, “interesting” shifts anyone else involved away from fear or turns excuses into calm and curiosity.

If in another’s mind they can think, “OK, not angry, not upset, just ‘interested,’” think how much easier it will be to work things through.

You can also use “interesting” to pave the way for new creative thinking.

Phrases that help creativity:

  • “What’s interesting about this is …”
  • “The interesting thing it seems is …”
  • “What do you think is interesting about this?”

When you find life, people, pets — anything — interesting, you’ll find your life more interesting, and you will come up with more creative — and yes, interesting — solutions. And a leader who uses “Isn’t that interesting …” in the face of a challenge or bad news has an immediate advantage by allowing others to relax, and by giving you time to think and find creative solutions.

Isn’t that interesting?

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Shawna Schuh

Control or Trust? The Two Don’t Have to Be Mutually Exclusive

How do we put our trust in people we don’t know well?

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A MAN I RECENTLY met invited me to go for a cruise behind him on his 1,000-pound touring Harley-Davidson motorcycle.

This would be the first time I did something like this, and the trip was a big loop over to the Oregon coast over two-lane winding roads and through dense forests and gorgeous landscape.

In a car it’s great, and I thought on the back of a motorcycle it would be a wonderful adventure.

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This article is about the difference between control and trust, something that I grappled with the minute he zipped me into leather chaps, and a high-tech helmet we could converse through while riding. He instructed me about the perils of wiggling, sudden movements and keeping balanced.

I realized I had absolutely no control over this situation.

I was a passenger, extra weight on an already heavy bike, and I could pose a challenge that could end both of our lives.

Yes, I still got on.

When you are hiring someone or when you are taking on a new vendor or when you agree to advertise, how do you feel? Like you want to control the outcome, or that you will trust the process?

This is a great question to ask yourself. Believe me, I was asking myself this exact question a variety of times over the five hours we did the loop.

“Am I feeling anxious because I’m not driving this? Because I don’t have control of the bike?” My answer was: “That isn’t it. I don’t have control of planes, trains or autos I’m a passenger in.”

“Am I feeling anxious because I don’t trust this driver?” This I think is the key to a lot of what we do in business. How do we put our trust in people we don’t know well? How do we know that the new hire won’t steal, that the vendor will deliver or treat us fairly, or that the advertising will work?

The truth I realized as we sped around corners, leaning to the side with the wind whipping past us and the engine roaring was: We don’t. We don’t know, and so we have a choice. Trust and move forward, or distrust and keep doing your life and business as you have been.

I also asked myself whether I would have felt better, differently even, if I had been the one driving the Harley? If I had control of the bike? Would that have made me feel better or safer? My answer was no. I am not versed in that. I have never done it.

So if I want to experience more, have more, do more and live fully, I will have to trust others.

It’s the same in business. Those on my team, the people we hire for all those things we need, the places we advertise or things we decide to sponsor. We do it and I’m assuming you do it because if we don’t do it, we are not growing or risking or, maybe, we aren’t really living as fully as we could.

My challenge to you today is this: Who will you trust today? Maybe it’s simply trusting yourself enough to get on the bike and let things unfold as they will. Who knows, it might be one of the best things you’ve done in a while.

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