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Pivot Your Perspective

Pivot Your Perspective coaching led me to this book. The areas of focus we will be considering have been essential in almost every client conversation I have had to date; they are topics that come up time and time again, all rooted around our ability to embrace change. My company provides professional coaching, and I focus on individuals who are typically in the vice grip of change—they are literally in the middle. In the public sector, this includes anyone and everyone who feels the squeeze of everyday life. In the corporate sector, this primarily includes mid- to senior-level management, because they most often act as the conduit (shock absorber) between senior management and the broader workforce. They help implement decisions that can be contrary to the needs or wants of the general workforce. Conversely, they attempt to help the workforce be heard. I coach people like you, who open your email in the morning, and sigh as you review your inbox and attempt to reconcile all the things that you feel you have no control over. Whether that is your superior, changes to your insurance, or your company being acquired, or maybe it is a notice from a utility that your bill is late, and you know you paid it. These are the people I work with. I am brought in under the guise of helping to deliver a project, often as a program or change manager, where the client seeks help to deliver a specific solution or turn around work that has veered off course. Included in that work are both people and process components. We can set up the best systems, but if we do not keep 10

Introduction the people and their ability to execute the changing processes, we will fall short of the goal. TWO KINDS OF PEOPLE Readers of this book will fall into one of two categories: either you need more framework (aka process) in your life, or you need less. The people who need more frameworks are typically more artistically inclined; they function predominantly with their right-brain hemisphere. They work from a place of inter-relatedness. For them, frameworks can feel restrictive and present the sensation of pressure. They are formidable because their world is one of free association, intuition, and feeling. However, there needs to be a delicate balance and synergy between the two worlds of left and right brain. Without balance, our performance, cognition, ability to gain new perspectives, and effort extended to obtain our goals will be challenging. Those who thrive using frameworks, the left-brainers, have many strengths as well; but without balance, they have challenges to overcome. Deeply focused on process, they discount intuition and feelings—which are equally essential to the journey at hand. There is a skillset that you and I must have so we can operate day to day with balanced right-left brain thinking. It requires us to have diligence and precision PAGE 11

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