By Vinnie Lauria6 minute Read

One of the best things that leaders of a young company can do, with the pandemic and shutdowns continuing to disrupt everything, is . . . read books. Why? Because when crucial interactions are distorted by being forced online, you need more than tips for looking good in a videoconference. When uncertain times threaten a firms survival, you need more than emergency moves. Its time to focus on fundamentals.

At our venture capital firm over the past few months, weve sent surveys to our founders asking where theyre facing challenges and could use help. Then we reached out through our networks for suggestions of books in areas of need.

The most requested area for help was around culture during work-from-home. Its clear that a strong, healthy cultureone that truly taps what each person can offerwill carry you through the storm. Grasping some basic principles of human interaction can enable you to sell, hire, negotiate, and collaborate better whether you are on Zoom or together in an office. And fundamentals that will work in situations such as these are best laid out clearly and concisely in books written by world-class experts.

Out of a list of about 30and after a good bit of readingI now have six books, one for each major issue, which Im recommending to all our startups.

These books are practical, hands-on tools that any operating business leader can use to grow their business in the current environment, focusing on six fundamentals: culture, objectives and key results (OKRs), management, sales, hiring, and negotiations.

Culture: Work Rules! by Laszlo Bock

Culture still eats strategy for lunch. It is the behavioral force field that shapes everything a company does. In todays environment, where teams arent socializing and connecting the same way, this force field is weakened. Work Rules! is just the book to read for expanding your arsenal of tools and processes to reinforce culture. Written by the former head of people operations at Google, its an inside tour of that companys renowned culture. Although you cant (and probably shouldnt) replicate every practice Google uses, the thinking behind them is transferable.

For example, Google invests great effort and precision in personal development while sewing it into the fabric of company culture. This creates a culture teeming with grassroots energy, far more so than if you were to impose arbitrary standards and get rid of the people who dont measure up. You may find the seeds of dozens of useful ideas in Work Rules! After all, if there were just one secret to culture, nobody would need a booka slogan would do the trick.

OKRs: Measure What Matters, by John Doerr

OKRs (objectives and key results) are the goal-setting and progress-measuring tools that many companies try to use but few know how to use well. When I polled the founder/CEOs in our portfolio on what theyd most like to learn about, OKRs ranked highly. And while John Doerr is best known for his track record as an investor at Kleiner Perkins, he is also a sensei in the art of OKRs. Doerr learned about OKRs from their inventor, Andy Grove, at Intel in the 1970s. Later he introduced them to Google alongside Kleiners investment, where a new twist was added: Make every objective a real stretch. If you only get 70% of the way to the goal, youll still have accomplished plenty.

And speaking of the man who invented OKRs . . .

Management: High Output Management, by Andy Grove

People are not machines, and they cant be treated like robots in an assembly line. And yet Grove, the legendary engineer turned CEO, built Intel into a Silicon Valley powerhouse with a management approach rooted in industrial mass production methods. He did it by applying mechanistic, production-oriented thinking to the overall planning and guidance of the companys operationswhich in fact ought to run like a well-oiled machinewhile dealing with the companys people from a viewpoint that recognizes how individuals and teams need to work. There is probably no single book that deserves to be called the bible of managing tech companies. But if pressed to name one, I know a lot of folks in the Valley who would choose High Output Management.

Sales: Pitch Anything, by Oren Klaff

Pitch Anything is focused on the precious minutes youre granted for selling a deal of any kind to a prospective client, investor, or even a team member. It explains concepts such as telling simple stories to intrigue your prospects primitive crocodile part of the brain. This becomes very important over a video call, when youre fighting for attention against peoples tendencies to drift off and surf the web.

Oren Klaff also teaches the concept of framing to control the sales encounter. His framing techniques include power and prizing, where you adopt a mindset and tactics that frame you as the alphayou have valuable goods to offer. Theres a nice cheat-sheet summary of Pitch Anything on the web.

Hiring: Topgrading, by Bradford Smart

Topgrading has been a traditional favorite of recruiters and HR, and in todays pandemic, hiring becomes trickier when candidates cant be brought on-site for up-close inspection and in-person interviews. This book was first written when the majority of interviews were conducted over landline phones, making video calls a step up. Topgrading has guidelines for asking great interview questions that draw out revealing truths, not pro-forma evasions. These behavioral-based questions translate very well for us VCs during our due diligence in todays environment, where years of practice of reading body language and physical cues are lost over a Zoom call. One question Ive used that can really jolt a deeper conversation: What is the biggest misperception others have of you?

Topgrading also gives you an array of techniques for identifying and growing A players. Its not just about hiring, but understanding where individuals in your organization need to be in one year and how to measure that growth.

Negotiations: Never Split the Difference, by Chris Voss

Right off the bat, this books title tells you a lot. Author Chris Voss worked for the FBI in hostage situationsthe kind where an armed suspect is inside a building, holding innocent people as bargaining chips, and his job was to talk the bad guy out of there without losing any lives. Voss typically had to do this by phone, unable to see who he was negotiating with. Chances are that what worked for him while flying blind, under incredibly high-stakes pressure, will work well in your next video call.

Many of his negotiating methods may look counterintuitive. For example, dont come on like a hard bargainer; listen and empathize. Use tactics of mirroring the other person (repeating their last few words) and labeling (describe their emotions back to them). Instead of trying to get to yes, get your adversary saying no. (Done properly, this actually works.) And never, never split the difference.

Reading, of course, isnt the same as doing. But it can inform and inspire what we do and how we do it. So I would urge you to find out how these books might help you come through our lockdown times while building yourself, and your team, into fundamentally stronger players for the years ahead.

Vinnie Lauria is a former Silicon Valley entrepreneur turned investor. He is a managing partner at Golden Gate Ventures, a Singapore-based VC fund.

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6 must-read books for startup leaders navigating the pandemic - Fast Company

Apply now to be a part of the University of Arkansas delegation for the 33rd annual Southwest Black Student Leadership Conference. The 33rd Annual Southwest Black Student Leadership Conference (SBSLC), hosted at Texas A&M University, will be held virtually Friday and Saturday, Jan.22-23, 2021.

This theme of the conference this year is "The Evolution: From Ambition to Fruition."The goal of this year's Conference is to provide a "platform for today's young Black leaders that'll strengthen the Black community, endorse professional development, and enhance personal growth to sustain a unified race."

If you are interested in attending this year's Conference, click on the link to apply. The deadline to apply is 11:59 p.m. Dec.4.

If you are selected to attend, you will be required to attend a Pre-Conference Meeting in early January 2021. Only complete applications will be considered.

If you have any questions or need any additional information regarding the conference application and selection process, you can contact Adrain Smith, Director of Leadership & Diversity Initiatives at atsmith@uark.edu.

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Apply to Attend the 33rd Annual Southwest Black Student Leadership Conference - University of Arkansas Newswire

Although I dearly miss many aspects of life on Georgetown Universitys campus, hearing my fellow students brag about how much time they spent cooped up in Lauinger Library or how little sleep they got is not one of them.

While I am certainly guilty of acting like school is a competition over how much work one can get done before they pass out from exhaustion and sleep deprivation, we as a community must now come together to recognize how harmful this language really is. To do so, we must interrogate why we feel so compelled to brag about pushing ourselves to our breaking points.

Georgetown community members and administrators must acknowledge what harm this mindset, known as internalized capitalism, does to community members in order to foster an environment that values peoples humanity over their productivity.

Capitalism is a system that prioritizes profits over the well-being and dignity of people. While this statement may seem extreme, in reality, it is a truth universally internalized without many people even realizing it. While this system may not always be obvious to us because capitalism is so pervasive in American culture, we continuously act in a way that perpetuates this system.

In an interview with Vox, Malcolm Harris, an author who writes about how economics affects the behavior of young people, said young people have internalized the drive to produce as much as [they] can for as little as possible.

Capitalism is such a ubiquitous facet of American life that we have come to believe self-satisfaction comes mainly from ones life at work. What makes internalized capitalism so insidious is its tendency to make us question our own worth as people if we are not productive. Internalized capitalism fuels the stress culture at Georgetown with which so many of us take issue.

As students at Georgetown surrounded by high-achieving peers, we are expected and compelled to sacrifice our health and wellness to do well in classes, be leaders of clubs and do good for our wider community. While these are noble goals, internalized capitalism forces students to work until they are at their breaking point for all the wrong reasons. Instead of having the opportunity to intentionally invest our time in causes we care about, we are forced into an endless cycle of long nights and never-ending to-do lists.

We feel like we have to work so hard to achieve this unattainable expectation of what it means to be a student at Georgetown. Associating our place in this community with productivity is incredibly damaging, as students feel like they do not deserve rest until they have been productive enough.

As a community, we need to interrogate where our self-worth should come from and how that differs from how we actually determine our value as people. It should not take 10 hours in Lau and four hours of sleep a night for us to feel like we are valuable people. I worry that students have lost sight of their inherent value and dignity that comes with being human. While we should be proud of the work we accomplish and be willing to discuss with our peers when we fall short of our goals, our relative success should never define us.

If we allow this mindset to continue, students will view their shortcomings in academics or extracurriculars as personal failures, damaging their sense of self. Students need to actively remind themselves that their worth does not depend on their productivity.

Attitudes of internalized capitalism ultimately undermine one of Georgetowns core values, cura personalis, or care of the whole person. While students hear this phrase often from administrators, it is important for students to hear explicitly that their worth to Georgetown is inherent and unconditional, not dependent on the work they do while at Georgetown. From the moment students enter this community, they need to know that someone is looking out for them no matter how well they are doing in school.

To achieve this vision, administrators must encourage professors to be flexible with students and expand mental health resources so every student has the chance to build a healthy sense of self that does not depend on how much they can accomplish on any given day.

Completely rejecting internalized capitalism is a massive task that will require collective effort, but there are things we can do at individual and institutional levels to help alleviate the burdens of this harmful mindset. Being a student should be a rich and fulfilling experience, not one that causes constant stress and anxiety. We need to work toward formulating a culture that encourages curiosity and passion over being productive for productivitys sake.

The Georgetown experience should be so much more than a completed checklist; it should encourage growth and personal development that will ultimately make us better stewards of compassion, generosity and justice.

Erin Casey is a sophomore in the College.

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VIEWPOINT: Dismantle Internalized Capitalism - Georgetown University The Hoya

Im most energized when Im outside my comfort zone Im always looking for a new challenge!

Hometown: Vancouver, British Columbia

Fun Fact About Yourself: One of my all-time favorite trips was a month-long homestay in Fiji when I was a teenager. I spent the weekdays playing with kids at a local orphanage and the weekends exploring the archipelago country. I also spent a few years fencing competitively!

Undergraduate School and Major: University of Southern California, Communication & Marketing

Most Recent Employer and Job Title: Native Union Head of Marketing & Communication

Aside from your classmates, what was the key part of the schools MBA programming that led you to choose this business school and why was it so important to you? I was intrigued by MITsemphasis on driving change through innovation.I knew that I wanted to work on projects that had a deeper impact on communities around the world after graduation. At Sloan, every corner is dedicated totheadvancing societys most pressingissues. Whether it is through clubs like Net Impact or resources at The Legatum Center for entrepreneurship, MIT is the premier place and platform for change. Sloans tight-knit community and small class size also attracted me. I wanted to make surethat I was able to cultivate life-long friendships with my classmates!

When you think of MIT, what are the first things that come to mind? How have your experiences with the Sloan program thus far reinforced or upended these early impressions? The first thing that comes to mind is technological innovation and community. MIT is always, without fail, at the forefront of addressing some of the worlds biggest problems. My experience throughout the application, and more recently, the AdMIT journey, reinforced my initial perceptions. Not only is Sloan the home of innovation but its also home to the most intelligent, humble, and helpful community.

What quality best describes the MBA classmates youve met so far and why? Compassion every Sloanie Ive spoken to has an inherent desire to create positive change and impact within their community.Whether it means actualizing a life-changing business idea or being a resource for one another over WhatsApp, this quality is hard to miss. During the summer, many of my classmates created interest groups and professional communities to help each other out. Its incredible to see the community the incoming class has been able to build before school has even begun! Becoming a part of the Sloan family feels as if Ive gained countless lifelong friends, champions,and mentors.

Describe your biggest accomplishment in your career so far: Creating tech products, from idea to launch that are sold at Apple stores and over 1,122 retailers worldwide has been one of my biggest professional accomplishments. The most rewarding aspect of my role at Native Union, was being able to listen to peoples stories and turn their everyday frustrations into product solutions. Aside from bringing over 30 new products to the market, I also had the chance to introduce a new product launch process that streamlined the companys development schedule, eliminating re-occurring bottlenecks so that the team could focus on doing what they do best.

What led you to pursue an MBA at this point in your career? In my most recent role, I had the opportunity to lead a team of six product and marketing professionals. I realized that to be an impactful and compassionate manager, I needed to broaden my skill set and knowledge to lead effectively and confidently. While I had spent the last five years honing my skills in brand and customer marketing, there were aspects of the business that I needed more exposure to such as operations and finance. Without a thorough understanding, it was impossible to represent both my team and be an effective change-maker within my organization. An MBA will expose me to new opportunities designed for personal growth while providing a structured environment to learn more about the different fields of management.

What other MBA programs did you apply to? Stanford, Wharton, Berkeley, Yale

What was the most challenging questions you were asked during the admissions process? For me, the most challenging (and most rewarding) aspect of the application wasnt answering any one particular question. Instead, it was trying to uncover my personal story and why Ive gravitated towards certain roles and challenges in the past. Life happens so quickly sometimes we dont have a chance to think deeply about our actions or string them into a coherent narrative. Reflecting on the why helped me with preparing the right stories for both the essay and interview questions.

What was the most important factor in choosing a business school? How did you evaluate fit according to that factor? The most important factor in choosing a business school for me was a cultural and academic fit. Like most, I felt that leaving my job and spending two years going back to school was a big deal, so I wanted to make sure that I selected a program I truly belonged in and could help me achieve my professional goals. To gauge the culture, I made sure to speak to as many current students and alumni as possible. I also spent time reading about each schools values and made visits to each of the campuses. I knew I wanted to continue a career in tech, so I also made sure to take a look at employment reports and course offerings that would help me become more well-versed in the industry. Finally, I knew from experience that I preferred a more tactile approach to learning which fits perfectly with MITs philosophy of Mens et Manus.

What was your defining moment and how did it prepare you for business school? Moving across the world to Hong Kong to reconnect with my heritage and start a new role in a new industry was an eye-opening experience. Hong Kong redefined my idea of what it meant to live in a multicultural city. The plethora of culture that existed from all corners of the world eclipsed that of anywhere Id ever lived. At work, I learned to navigate the nuances of varying cultural dynamics while trying to learn the ropes of hardware product management. I had managers, coworkers, and peers from France, Korea, China, India, Finland and more that brought their unique working styles. Not only did this new setting teach me how to succeed within diverse cross-cultural teams, but it also led me to examine my own identity and values.

Before moving to Hong Kong, I held the belief that culture shock was something I wouldnt experience. Despite immigrating to Canada at the age of 4, I was born in Hong Kong and felt I had a good understanding of the local people. I quickly realized how wrong I was. While my family had maintained many of our ancestors traditions, there was much I still had to learn about life in the city and the culture. I sought to immerse myself in the community by volunteering with a non-profit organization as a teaching assistant for inner-city kids and a STEM coding instructor.

I know that the skills I learned in Hong Kong will be invaluable during my time in business school. The next two years will be filled with opportunities to work with talented classmates from all over the world with differing communication and working styles. Coming to understand my strengths and values from my time in East Asia will also allow me to contribute in the most impactful and meaningful way at Sloan.

What is your favorite company and what could business students learn from studying it? As someone who gets excited by social innovations and projects that uplift communities, Google X and Salesforce are two of my favorite companies. I think students can learn a lot about asking the right questions and how to create the most value for end-users from these two businesses.

DONT MISS: Meet MIT Sloans MBA Class Of 2022

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Meet the MBA Class of 2022: Bo Chan, MIT (Sloan) - Poets&Quants

(November 6, 2020 / JNS) As a wave of Islamist terror directed at churches and priests raises religious tensions in France, a special group of recent French immigrants is relieved to be settling into their new life in Nahariya, Israels northernmost coastal city.

Thirteen families with at least one health-care professional each arrived in August under the auspices of a new partnership between Keren Kayemeth LYisrael (KKL) and the independent nonprofit Klitat Kehillat Yisrael organization, known in French as Alyah de Groupe, or Group Aliyah.

One of the main reasons the new immigrants chose to settle as a group in Nahariya is because of the opportunity to work as physicians, dentists and pharmacists in a region that on the one hand is underserved by health professionals and on the other hand is the home of the Western Galilee Medical Center, the largest government hospital in the Galilee.

Dr. Hava Tmim, 40, is a family doctor who ran her own clinic in a Paris suburb for more than a decade. In a phone interview with JNS conducted in Hebrew, Tmim explained that she and her husband, a computer engineer, wanted to go to a place where their skills would be needed and their aliyah would be meaningful. The Tmims had been planning to relocate to Israel for a few years with the help of Klitat Kehillat Yisrael. Because of the coronavirus pandemic, their pilot trip was canceled, so they had never stepped foot in Nahariya before their move.

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Tmim expressed gratitude for the efforts of Klitat Kehillat Yisrael, whose workers are almost all volunteers. With their help, we were able to navigate the bureaucratic challenges of making aliya during a pandemic with five children, she said. That included arranging housing, schools, ulpan (intensive Hebrew-language classes), and most importantly, assistance with translating documents and liaising with the Ministry of Health and the health maintenance organizations, where she hopes to find work after ulpan. Making aliyah with a group of families from the same country with similar careers was also reassuring, she explained.

Dr. Hava Tmim and family. Credit: Courtesy.

The group aliyah model fits neatly into the goal of KKLs Israel 2040 project, which is to encourage development in the Galilee and the Negev, and eventually to attract 1.5 million Israelis to populate those peripheral areas by 2040. According to the objectives outlined in KKL-JNFs Visions and Activities 2015-2020, as many as 150,000 of those new residents will be immigrants.

With that kind of projected population growth, more medical facilities and professionals will be needed. Right now, according to a 2018 report from Israels Ministry of Health, Israel has a rate of 3.1 doctors for every 1,000 people, below the OECD (the Organisation for Economic Co-operation and Development, a group of developed countries, not including the United States) average of 3.3 per 1,000 people.

Israel also has only five nurses per 1,000 peoplethe fourth-worst rate among 34 countries in the OECD. There are just 6.8 medical graduates per 1,000 people in Israel, compared to an OECD average of 12.1; and only 2.3 hospital beds per 1,000 people, compared to 3.6 per 1,000 in the developed world; plus, a hospital occupancy rate of 93.8 percent, the second-highest among OECD countries, according to the report.

Ease transition into Israeli society

A number of reasons exist for the shortage of doctors and hospital beds, including rapid population gain and a high fertility rate; the retirement of many of the medical professionals who arrived in the wave of aliyah from the former Soviet Union in the 1990s; the relatively low salaries for health-care professionals; and the subsequent high rate of emigration of physicians.

While its a drop in the bucket, the 2020 Nahariya French medical professionals aliyah program is already the second one of its kind, and KKL is planning on more groups once the pandemic has passed. KKL is also partnering with Nefesh BNefesh in a similar venture designed to attract professionals to the north from English-speaking countries.

Ronnie Vinnikov, director of KKLs Global Resource Development Division, told JNS that his organization is invested in supporting aliyah from France and English-speaking countries as part of its core mission of settling the land. Klitat Kehillat Yisrael was chosen by KKL as the best partner for this due to their extremely high retention rate and strong personal support for each immigrant, said Vinnikov.

Ronnie Vinnikov, director of KKLs Global Resource Development Division. Credit: Courtesy.

Since its founding in 1996, Klitat Kehillat Yisrael has assisted more than 8,000 French arrivals, or olim. The organization reported assisting 30 percent of all families currently emigrating from France, offering olim a two-year processhalf of which takes place in France and includes intensive aliyah preparation and formation into compatible groups. Once in Israel, the immigrants are adopted by a local family and guided by the Kehillat Yisrael project director to ease their transition into Israeli society.

In 2020, the French program had a budget of 3.2 million shekels (about $940,000), of which KKL contributed 1.6 million shekels (about $470,000). In comparison, KKLs 2020 contribution to the Nefesh BNefesh Go North aliyah program was 8.9 million shekels ($2.63 million), reflecting the larger number of potential olim.

For Tmim and the others arriving from France, the path to becoming licensed and finding work in their fields should be relatively smooth. After completing the five-month full-time ulpan, taking written exams from the Ministry of Health and serving a three-month internship, they will be eligible to start work. Tmim said she looks forward to getting back to seeing patients after the six-month resettlement and adjustment hiatus.

In France, theyre surviving, not living

Another member of the French group who settled in Nahariya is anesthesiologist Dr. Dan Tayeb. The 32-year-old and his pregnant wife, a psychologist, and their two small children checked out hospitals in Haifa and Jerusalem before deciding that he would be more needed in Nahariya. The northern city also offered a calmer atmosphere and a slower pace of life that suited his family.

Dr. David Tayeb and his family. Credit: Courtesy.

Tayeb told JNS that in France, physicians are looking for security and stability. Theyre surviving, not living, he said. In Israel, he feels that the dynamism of society allows for more personal freedom, saying he is excited at the prospect of greater possibilities for professional and personal development.

Vinnikov said he remains assured that Israel will attract many more professionals like Tmim and Tayeb in the coming years. Theres definitely heightened interest in aliyah right now, he tells JNS. I hear it in every forum I take part in.

In fact, aliyah numbers from Francethe worlds third-largest Jewish community with a population of around half a million Jewshave been in decline after a high of 6,628 immigrants in 2015. Just 2,415 French Jews arrived in 2018 with 2,227 coming in 2019.

But Vinnikov, himself a veteran immigrant from Ukraine, noted that he is confident that more and more French Jews who have a very strong Jewish identity and see Israel as their second home will slowly decide to make the country their first home. Jews understand that not only is Israel the safest place, its the only place where one can be assured that the next generation will remain Jewish.

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French 'olim' help fill needed health-care gaps in northern Israel - JNS.org

In the second article of our three-part series, Catherine DArcy-Jones looks at the drivers behind organisational resilience how organisations respond to challenge and change and the impact this can have on individual health and wellbeing.

The first article in this series, published in our September edition, looked at the main psychological aspects underpinning resilience and the use of resilience scales. This article takes this discussion one step further, building on these theoretical aspects in both the individual and the organisation, considering both the workplace and the role of occupational health (OH). It is setting the groundwork for a closer look at the role, and influence, of OH within this context in the third and final article.

Catherine DArcy-Jones SCPHN, RGN, BSc Psychology, MSc Health Psychology, BSc Occ Health is director of occupational health company OPA Health

The literature relating to organisational and individual resilience is vast and research in this field is continuing to grow. There is no doubt that this current climate with the challenges of Covid-19, the government responses and likely ongoing impact of actions taken, will be subject to research for many years to come.

Businesses have had to make very quick adaptations to ensure their survival in times of great uncertainty; some have succeeded and others not, with some failing to adapt effectively. There will be many lessons to be learnt within the business world (with hindsight) that can be used to promote organisational resilience for the future.

Against this backdrop, the role of OH, on both an individual and at an organisational level, has never been so important, from maintaining safety and supporting the mental health of individuals unable to work through to keeping businesses working that are contributing to the economy.

Organisational resilience encompasses not only aspects of bouncing back from adversity but also the ability of a business to respond to, recover collaboratively and learn from events that are seen as disruptive and challenge resources, technology, infrastructure and ultimately the delivery of services.

It is a process that develops over time and is not static. This cannot be taken in isolation, as one organisations resilience will in some part be reliant on the resilience of anothers, be this from customers, suppliers, regulators, competitors or the businesses sector as a whole.

In developing resilience, organisations need to ensure areas such as financial reserves, positive relationships and people management processes are adequate (Vlikangas, Romme and Georges 2013) and able to respond efficiently and effectively to the demands placed upon them.

The notion of organisational resilience was introduced in 2014 by the British Standards Institution in its BS 65000 standard. It defined organisational resilience as: a strategic objective intended to help an organisation survive and prosper the ability to anticipate, prepare, respond and adapt to minor everyday events to acute shocks and chronic or incremental change.

BSIs guidance is aimed at assisting organisations to be, adaptable, competitive, agile and robust. It was further enhanced in 2016 by the International Organization for Standardization developing ISO 22316, which took a global approach to organisational resilience regardless of business size, type (public or private), industry and sector. Gaining this accreditation brings benefits to organisations, and as listed in Benefits of ISO 22316 below.

ISO standards are regularly updated to reflect changing external influences and sit alongside the BSI standards. At the time of writing, new BSI guidance for organisational resilience was due for publication (and hopefully during 2020). It is certain that the world and individual country responses to Covid-19 during 2020 will influence organisational resilience advice issued from these bodies going forward.

This challenging time has highlighted those businesses with effective resilience planning, demonstrated by those being able to adapt to the daily economic challenges. It has also brought some surprises for major businesses that have struggled and been ill-prepared for the intensity of this short notice demand.

Planning for organisational resilience is a proactive process and one that will, no doubt, be addressed by all in detail post Covid-19.

The literature on this topic is vast and reviewing the organisational resilience literature has highlighted some main themes to consider. These can be grouped into three areas: ownership, leadership and collaboration, but they do not make up the totality of fields identified in this area.

However, they are crucial in the eventual outcome of any interventions that are embarked upon by businesses to seek solutions to uncertainty and adverse events. Let us therefore look at each in turn.

Ownership. This relates to the structure, mapping and disciplines organisations have in place, including clear lines of accountability and understanding within the business at all levels, from the chief executive downwards.

This brings clarity within the organisation in how to interact between allocated responsibilities and how each discipline within the business needs to be adaptive when change is required, either reactively or proactively.

The importance of job design and flexibility within this cannot be underestimated. Research into the advantages of a rich diversity of team members working within their disciplines yet collaboratively to a common aim has been linked to stronger organisational resilience (Baral and Narbin 2013; Nishi et al 2018; Duchek et al 2019).

Leadership.Leadership behaviour is influential. There is a plethora of leadership research that highlights the importance of this and the impacts of poor leadership. Leadership affects organisations at every level and is the glue uniting the values and attitudes of those who work together in promoting and shaping the culture of a business.

Within the context of organisation resilience, leadership is associated with key factors such as communication style, engagement with front-line workers, consistency, auditing and recognition of internal and external risk factors.

Effective leaders need to cope with juggling the requirement of business stability and control with the need to be flexible in responding to uncertainty, known and unknown demands. They need to lead and guide individuals by adapting their leadership styles dependent on the situation they are faced with.

This, in turn, impacts on the behaviour of employees and their sense of engagement in tasks associated with maintaining an organisations resilience (Grote 2019).

Collaboration.Teams and individuals need to work together within the overarching framework of an organisation. They need to maintain their field of speciality, promote understanding and recognition regarding the valuable contribution each discipline contributes to an effective response of an adverse event or time of uncertainty (TPP 2018).

Collaboration promotes trust and sharing capabilities reinforces engagement within an organisation to seek solutions in the face of adversity.

It goes without saying that individuals with higher resilience, with the ability to adapt to adversity whilst continuing to work effectively in uncertain times and the flexibility to change with the requirements of an organisation, are beneficial to any business. However, businesses are made up of a range of individuals, all with a variety of abilities to cope with changing demands.

It is therefore the role of the organisation to ensure systems are in place to develop stronger resilience skills for their employees. It is the role of the individual to embrace learning and proactively put these in place, as this will benefit them both in the workplace and in their personal life.

Earlier this year, BSI undertook research with business leaders and revealed that, despite 88% believing resilience was a priority for their organisations, only a third trusted that resilience practices were fully embedded, and less than half expected this to be the case in three years time (BSI, 2020).

Commitment to an organisation has been associated with individuals having either a positive or negative experience in times of change (Hughes and Half 2009) and, therefore, the level of individual resilience in their reactions will influence the strength of this feeling.

Job satisfaction is a key driver for career decisions, and being able to draw on a variety of resilience techniques to assist coping with the demands of the work environment is more likely to increase an individuals commitment to an organisation. Individual and organisational resilience are reliant on each other and should be approached as such.

Linking back to my first article in this series which, to recap, explored the psychology behind resilience, Kobasa (1982) reports that an individuals hardiness level is correlated with their wellbeing.

She proposes that individuals with increased hardiness characteristics display a clearer sense of direction, a dynamic approach to addressing demanding situations and a stronger sense of self-belief and control, all of which can effectively moderate the responses to perceived threats and demands.

If this matches the underlying values and culture of an organisation, with the individual working within a discipline that complements these attributes, both organisational and individual resilience continue to grow and develop.

Difficulties arise in times of uncertainty and unexpected demand, when there is incongruence and imbalance between these factors, such as where there is a requirement for high organisational resilience but low individual resilience.

Research has shown that individuals flourish and report higher satisfaction in working environments that offer opportunities for participation, autonomy and personal development (Sparks et al 2001), where the employee has clear working boundaries and is aware of how they need to execute their role to maximum effectiveness.

The reactions of organisations to changing external demands outside of the business control and the organisational expectations of employees to be flexible in such periods of uncertainty by working and behaving differently is stressful for individuals (Rousseau 1989, Sparks et al 2001).

The literature discusses the advantages of being a high-reliability organisation (HRO). This is an organisation where catastrophes are avoided despite high levels of complexity and risk (Jacobson 2019) and the main factors in achieving this is are fostering resilient leaders and employees through effective resources, training and encouraging collaboration throughout the organisation.

Occupational health practitioners are in a unique position within a business. OH has access to higher layers of management within an organisation and an underpinning of policies and procedures. This allows for an understanding of the core resilience measures within a business, including the expectations, targets and demands placed from senior managerial level to front line worker.

Conversely, however, the OH practitioner also has exposure to the impact of these organisational measures on the employees and is able to correlate the outcome of management practices on an individuals health.

The OH practitioner needs to maintain impartiality in conveying guidance. At an organisational level, the OH practitioner may be advising regarding risk assessment, as advised in the Management of Health and Safety at Work Regulations 1999. Or they might be conducting a review of policies or holding discussions with health and safety for collaborative working.

At an individual level, the OH practitioner may be signposting to both reactive and proactive measures to increase an employees resilience both within the workplace and outside of work. This focus on the more practical guidance OH practitioners can offer individuals will be the basis for the final forthcoming article in this series, which is due to be published in the November edition.

The responses of business and employees to Covid-19 has put unprecedented strain on both organisations and individuals. Much depends on pre-existing measures in place to ensure the safety of the business in times of uncertainty and the security of both health and finances for individuals.

The depth, length and intensity of the Covid-19 crisis has highlighted how many organisations are ill prepared for such a situation. Where such measures within businesses are not available or where there is a shortfall in the support organisations can offer, the government has stepped in to provide support, at least temporarily, for example through its furlough scheme and business loans support.

But this is dependent on whether criteria are met for the various options and is not going to be there forever. This has put the resilience of organisations and individuals to weather this crisis to the test, and a number of company casualties are likely to be seen when the economy begins to move again. Indeed, the signs were already there at the time of writing (over the summer) in terms of rising levels of redundancies, unemployment and business failure.

The world around us is changing and evolving, impacting on the foundations of business, the economy and consequently at an individual level.

Pressures for adapting can be seen through slower moving processes such as Brexit through to short, sharp responses, such as the Covid-19 crisis. What we know is the importance of learning and adapting at an organisational and individual level as we manage ourselves out of the fallouts of these economic and global situations. Adopting effective resilience at an organisational and individual level is key to survival. The important role that occupational health practitioners can play in this will the focus of the next, and final, article in this series.

References Baral, Nabin. (2013). What makes grassroots conservation organizations resilient? An empirical analysis of diversity, organizational memory, and the number of leaders.Environmental Management51 (3): pp.738-749. BSI (2020). Six steps to organizational resilience. BSI blog, available from: https://www.bsigroup.com/en-GB/blog/Organizational-Resilience-Blog/6-steps-to-Organizational-Resilience BSI 2014. Organizational resilience standard published, November 2014, https://www.bsigroup.com/en-GB/about-bsi/media-centre/press-releases/2014/November/Organizational-resilience-standard-published/#:~:text=BS%2065000%20provides%20guidance%20on,overall%20governance%20of%20an%20organization Duchek S, Raetze S, and Scheuch I (2019). The role of diversity in organizational resilience: a theoretical framework.Business Research. Available from: https://link.springer.com/article/10.1007/s40685-019-0084-8 Grote G (2019). Leadership in Resilient Organizations. In Wiig S, Fahlbruch B (eds), Exploring Resilience: a scientific journey from theory to practice. SpringerBriefs in Applied Sciences and Technology, available from: https://www.springer.com/gp/book/9783030031886 Hughes L, and Half R (2009). The war of talent. Expertbase, Available from: https://www.expertbase.org/wp-8-212.html ISO standard 22316. Available from: https://pecb.com/en/education-and-certification-for-individuals/iso-22316 Jacobson G (2019). 5 Principles of a High Reliability Organization (HRO). Available from: https://blog.kainexus.com/improvement-disciplines/hro/5-principles Kobasa, S (1982). The hardy personality: toward a social psychology of stress and health. In Sanders G S and Suls J (eds), Social psychology of health and illness, (pp.214-219). Nishii L H, Khattab J, Shemla M, and Paluch R (2018). A multi-level process model for understanding diversity practice effectiveness.Academy of Management Annals12 (1): pp.37-82. CPD: understanding the psychological concepts underpinning resilience, Occupational Health & Wellbeing, September 2020 (print), https://www.personneltoday.com/hr/cpd-understanding-the-psychological-concepts-underpinning-resilience/ Rousseau D M (1989). The price of success? Security-oriented cultures and high reliability organisations. Industrial Crisis Quarterly, 3, pp.285-302. Sparks K, Faragher B, and Cooper C L (2001). Well-being and occupational health in the 21st century workplace. Journal of Occupational and Organizational Psychology, 74, pp.489-509. TPP 18-07 (2018). Organisational Resilience: Practitioner Guide for NSW Public Sector Organisations, Treasury, NSW Government, August 2018.

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CPD: The links between organisational and individual resilience within the workplace - Personnel Today

The impacts from COVID-19, while felt around the world, have disproportionately affected minorities and those on the margins, including refugees, migrants and asylum seekers (RMAs).

Project Phoenix, in collaboration with the Friedrich Ebert Stiftung and the Justice Project, has recently completed Part I of a three-part systemic analysis of the impact of the COVID-19 pandemic on RMAs in Cyprus. They are now in the midst of completing Part II, a detailed multi-city survey with RMAs, to gain further insight into the magnitude and personal effects of these impacts.

When the pandemic first began in March 2020, the Republic of Cyprus (RoC) government instituted emergency measures, including restrictions on freedom of movement, the closing of public institutions and facilities, as well as social distancing requirements in order to slow the spread of the virus.

The findings from Part I show that RMAs in the country have had limited access to official information on the COVID-19 pandemic and, as a result, suffered disproportionately during the lockdown period which severely restricted their movement.

The findings also show that, to date, the pandemic has resulted in a perceptible deterioration in quality of life of RMAs, with a discernible impact on personal freedoms, livelihoods and economic security, mental health, general wellbeing and personal development, despite the best efforts of local NGOs and civil society organisations.

There have been instances of arbitrary detention at overcrowded facilities in poor conditions, restrictions in access to healthcare and delays in receiving welfare benefits. In addition, many RMAs continue to remain on the margins of Cypriot society, experiencing long delays in migration procedures and claims, with limited legal recourse. Furthermore, women RMAs face the added burden of additional household and childcare responsibilities during the lockdown.

While there is limited information about the lockdown in the self-proclaimed Turkish Republic of North Cyprus (TRNC), the effects of the pandemic were exacerbated when compared to those in the RoC, given the dire economic situation there.

Many of these impacts highlight already existing faults in the various systems that affect RMAs in Cyprus. Civil society organizations in the country have done their best to try to fill in some of the gaps by providing aid and support. However, greater institutional change is needed to eradicate these systemic issues and to safeguard RMAs from experiencing a disproportionate impact going forward.

The report will shortly be released in Greek and German and will be launched at a live streamed event on November 12th, held at 1700 hours at the Home For Cooperation in the Buffer Zone in Nicosia. More about the event and accompanying panel discussion can be found here.

For more information, contact Hrishabh Sandilya at hrishabh@project-phoenix.eu

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A systemic analysis of the impact of the COVID-19 pandemic on refugees, migrants and asylum seekers in Cyprus: Part I - An Overview - Cyprus -...

November 01, 2020 15:32 ET | Source: Boost Media Agency

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Top 10 Performance Coaches

New York City, New York, Nov. 01, 2020 (GLOBE NEWSWIRE) -- In order to achieve, we must be able to perform. Whether thats on stage, in competition or just under pressure from the challenges of life, the ability to perform at our best is essential. For many of us however, it can often be a challenge to perform at our peak, leading to average results - far less than we know we should be achieving. According to Boost Media Agency, a performance coach is essential to be able to perform at your absolute peak, no matter what arena youre in. Each with their own unique skill set and coaching method, here we present the 10 performance coaches you need to be following.

Lachie Stuart (@lachlanstuart)

Lachie Stuart is the founder of The Man That Can Project, a global movement created to empower men by awakening them to who they truly are. For over two years, Lachie has helped hundreds of men gain the confidence they desire and transform their mindset from Im lost to Im in control of my life. His movement is centred around the belief that cultural conditioning must be broken in order for men to live a life with confidence, freedom, and happiness.

The programs that Lachie and his team designed are based on real-life experiences, encompassing eight key areas in life; finances, physical health, mental and emotional health, lifestyle, love and relationships, career, family & friends, and spiritual growth.

Joining the movement is more than listening to clichs. All men who took the leap to get themselves involved in the movement have access to tools, resources, and connections theyll be needing for the full transformational experience. If youre looking for a community of growth-minded men who are putting in the work and supporting each other to make massive changes and momentum in their lives, youll find genuine brotherhood in the inner circle of TMTCP.

Elliot Roe (@elliotroe)

Elliot Roe is a world-renowned mindset and performance coach who helps those in highly demanding industries to unlock their full potential. The majority of his clients are involved in an extremely high-stress environment such as CEOs, start-up founders, UFC champions, professional athletes, Olympians, and high-stake poker players. Within the last five years, his poker clients have won over $150,000,000 and nearly every major tournament title in the world including the World Series of Poker Main Event, while his other clients have been winning Olympic medals and UFC championships. He also helped start-up founders take their companies from 0 to 8-figure valuations in just 18 months.

Elliots unique coaching system leverages hypnotherapy, mindset training, and high-performance strategies that help eliminate fears and breakthrough any mental roadblocks that come in the way. In The Primed Mind Podcast that he hosts, Elliot shares strategies that allow anyone to operate in a state of peak performance and achieve rapid personal and professional growth, in whatever endeavours they may be in. He also founded the Primed Mind app where he turns traditional meditation into something that is simple to use and easy to stick with. Download it for free both in the App Store and Google Play. If youre looking for an elite performance coach to achieve incredible, lasting results, Elliot Roe has the knowledge and breadth of experience to get you there.

Dr. Michael DiMarco (@drdimarco)

A high-performance coach that specializes in helping entrepreneurs, coaches and creators get to their next level in life and business, Dr Michael DiMarco is an expert at rewiring the brain in three dimensions mind, biology and energy. Having pursued successful entrepreneurial ventures himself, including transforming the lives of tens of thousands and generating tens of millions of dollars, Michael knows that in order to get to the next level you must transform yourself from inside out not learn another strategy or tactic. Sharing a weekly live stream in his Facebook group "Expansion & Growth" for entrepreneurs, coaches and creators, Michael helps those looking to up level their lives achieve just that.

Going beyond mindset and positive thinking, Michael incorporates brain-based transformation from a biological level, which fills in the gaps of what science cannot yet explain. Using time tested practices and ancient wisdom, Michael has been able to create profound transformations and results, time and time again. If youre looking for someone to take your performance to the next level, Dr Michael DiMarco has the knowledge and experience to propel you to new heights.

Daniel Diaz (@peaklifenow)

With a unique approach to peak performance mentorship, Daniel Diaz has built his company Peak Life Now, with a mission to create high performing, heart-centred, and passionate entrepreneurs and team leaders. Having formerly been stuck in a vicious cycle of bad habits, addictions and poor relationships himself, Daniel is now able to guide others through his own experiences - which include building multiple 7-figure hospitality businesses from scratch.

Through the power of his one on one coaching, Daniel is able to remove limiting beliefs and toxic patterns for his clients and helps them create a rock-solid mindset with unwavering habits - delivering maximum levels of achievement and fulfillment. Mastering our energy is the most vital element to living a life of fulfillment and achievement. Anyone can be taught to achieve at a higher level. However, if we do not master the internal machine of mind, body, and spirit, our empires will be built on toothpicks only to come crashing down later Daniel explains.

Focusing on shedding mental and emotional weight from his clients rather than the conventional fast paced approach, allows Daniels clients to find stillness, fulfillment, and joy in the present. This process propels his clients into a level of success that feels liberating and free from overwhelm. Thus, helping them achieve greater, life-long results, in less time. Daniels goal is to affect the lives of millions of people, by helping them regain their power and find fulfillment. He will help you master yourself, so that you can then master anything you desire in life.

Cara Lillian Gibson (@caralillian)

Cara Gibson spent almost a decade as a producer and new business director for some of the top global advertising agencies in New York. In 2018, she went on to take her skills and build her own business, focusing on small businesses and start-ups. Today, her business has helped nearly a hundred small business owners as well as grow profitably by using strategies from her work with global brands like Cadillac, Citi Bank, International Olympic Committee, Nestle, P&G, and Verizon Wireless.

Since COVID-19, Gibson Business Performance has been helping furloughed and laid-off employees make use of their skills to start their entrepreneurial journey and build businesses that earn profits even during critical times like the pandemic. She finds it rewarding to see people build their brand and attain success. Through her diverse set of skills such as advertising, branding, innovation strategy, marketing strategy, and project management, Cara will take any business into a complete triumph amid any challenge that comes in the way.

Cara has an MBA in Entrepreneurial Studies and is currently completing a Ph.D. in Business Innovation & Strategy. Her experience in the field combined with her immense knowledge in business and marketing will surely help your business progress.

Oriana Guevara (@coachoriana)

Oriana Guevara is a life and personal performance coach, a certified relationship coach, business consultant, professional speaker, and the author of The Brave New Masculine - where she offers transformational solutions to men on how to attract their soulmate and strengthen their relationships in every aspect of their lives and careers. Serving the needs of entrepreneurs, executives, and career-oriented professionals to become an agent of change in their lives, relationships, businesses, and careers. With more than 16 years of experience as a higher education administrator and human resources professional, Oriana has a lot to bring to the table when it comes to personal and interpersonal relationship dynamics. Her holistic approach to coaching incorporates all aspects of a persons life and wellbeing to create transformative outcomes, this includes moving people out of their self-imposed limitations and into a new and more authentic, values-based identity of who they really are to create a new life vision for what they can accomplish.

Partnering with Venture X, an up-and-coming co-working space and international franchise, Oriana and her team are the first to return live events to the downtown Orlando area. They offer free monthly networking, learning, and community-building opportunities to locals. These are hybrid events available to watch by interactive, live-stream webcast hosted by local start-up tech ViewStub. Thrive Thursday LIVE was launched for the first time in August 2020 and has doubled in size and following. Coach Oriana and her team are preparing to offer event sponsorship opportunities to local businesses. In addition, Coach Orianas comprehensive, high-performance monthly membership program for entrepreneurs, executives, and career professionals is currently on pre-sale and scheduled to launch on January 1st. If youre ready to Up-Level and create different outcomes in your life, career, and relationships when you optimize your mental, emotional, spiritual, and physical wellbeing and if youd like to do that with a community of growth-minded, high-performing individuals, contact Coach Oriana and get on your way to an exciting new start.

Brian Dunn (@lifewelldunn)

Brian Dunn is a performance coach with over a decade of experience working with both young and professional athletes. Finding his passion for hockey at a young age, Brian found himself having to cut his college hockey experience short due to head injuries, which is when Brian turned to find strength and support from the fitness community. Despite loving what he was doing and the people he was surrounded with, Brian was still struggling with depression, anxiety, addiction, and suicidal thoughts. It was a difficult battle to fight, but Brian still managed to continue studying and graduated with a B.S. in Health Sciences and a B.A. in Psychology, minoring in exercise science.

When Brian realized how much men struggle with the same things, he committed to sharing how he navigated his life and career amid the physical and mental pain he went through. He helps them break free of their mental prisons by training their mindset, helping them take control of their nutrition, and challenge their bodies so they can feel strong and capable mentally and physically.

Brian also started his podcast, Life Well Dunn, which began as a mental health podcast and has now transitioned into human optimization. He also offers 1:1 and group coaching with a limited number of clients at a time to establish genuine connection and a place to belong.

Natalie Taylor (@winningnatalie)

Natalie Taylor is a transformation coach, a human capital development strategist, and a business development consultant who guides individuals in unlocking their abilities to reach their optimal performance and full potential. Prior to completing her MBA and rewarding career as a marketing and business development strategist, Natalie had already earned her stripes as a financial consultant on Wall Street. She started working with Credit Suisse, later joining Ernst and Young as a public auditor and worked with Fortune 100 companies such as Goldman Sacs, UBS, Leman Brothers, and National Australia Bank to name a few.

Natalie started her coaching career in 2013 out of necessity to accelerate the growth of a sales organization she started. After she registered Win-Win Networks Group, Natalie developed a Human Capital Development Program and Personal Development methodologies that would lead her and her organization to experience an enormous level of success. When she saw the opportunity to help more people using her strategies, she extended her services acting as a coach and has created tremendous success for both individuals and companies looking to improve all areas in their lives. Her signature coaching system, LAC, sets itself apart in the realm of performance coaching by helping achievers, business owners, authors, thought leaders, and fellow coaches unlock their fullest potential. She designed her system to support her clients through every stage and state of their lives. She also created Business Architect Alchemy that aims to help professionals create their second or third stream of income and successfully launch in 12 weeks or less.

Serene Hebert (@renegades_2.0)

Serene Hebert is a high performance and motivational coach, teaching entrepreneurial women how to live their lives with purpose, passion, and profit. For many years, she knew that she was meant for more but rather than prioritizing herself, she was busy meeting the demands of her family and work. So, she left the corporate world knowing her dreams lied elsewhere and set out to rediscover herself, to get clear as to what her version 2.0 would look like. When Serene found her passion in entrepreneurship, she laid out a roadmap that she developed herself and shared it with other women wanting to do the same.

Serenes approach to coaching focuses on five areas, namely financial, mental, spiritual, physical, and relational. Focusing on their wholeness, Serene ensures that every area in her clients lives is in full alignment and working towards the pursuit of their purpose. Her corporate background, MBA, and her life experiences as a person and entrepreneur contribute to her ability to understand and empathize with people. By applying traditional and new age thinking, Serene helps her clients release their resentments, remove roadblocks, ignite their passion, propel forward with their goals, and live with intention.

Carlie J Guy (@the_social_connective)

Carlie J Guy is a performance coach and the founder of The Social Connective, a training and development consultancy with a passion for connecting people. Carlies aim with her company is to deliver custom training, coaching and consulting to individuals and businesses globally, to improve personal and professional performance. The Social Connective was originally established to improve the innate ability of individuals for greater performance and success. This is achieved through enhancing their potential, developing greater connections and having deeper, more meaningful relationships in business and life.

Training and coaching professionals to up-skill themselves using industry leading techniques, Carlie has been able to equip scores of professionals with the tools they need to succeed. By helping them develop their skills in multiple facets, theyre better able to engage with clients to provide greater value, increase satisfaction and ultimately, increase their revenue. Carlie and her team offer their services through industry leading coaching, webinars and masterclasses, and truly have a wide variety of training programmes in personal and professional development - on the most prevalent training topics.

Whether you are looking at training for your personal or professional development, or for the needs of your team or wider business, Carlie and The Social Connective can cater to your every need to achieve your most desired business outcomes.

Make sure to follow each of these amazing performance coaches, as they continue to thrive and help their clients perform at their peak. Each of their Instagram's have been directly linked here. Finally, we would like to thank Boost Media Agency for taking the time to put this article together.

Media Details Contact: Lewis Schenk Company: Boost Media Agency Phone: 3106001787 Email: operations@boostmediaofficial.page Website: http://www.boostmediaofficial.page

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The Top 10 Performance Coaches To Be Following - GlobeNewswire

In August, the Merola Opera Program named Carrie-Ann Matheson the new Artistic Director succeeding Sheri Greenawald.

Her new position will provide artistic and musical leadership for all Opera Center artists and projects, including acting as the primary musical coach for its young artists, overseeing their development, collaborating on recitals, and conducting performances.

Matheson began her career at the Metropolitan Opera, where she was a tenured member of the full-time music staff as assistant conductor, prompter, pianist, and vocal coach. She later joined the staff at Opernhaus Zrich, which led to the expansion of her performing career in Europe and she started performing alongside Rolando Villazn, Jonas Kaufmann, Piotr Beczala, Benjamin Bernheim, Diana Damrau, and Joyce DiDonato.

With her new position in San Francisco, Matheson will not only help train the next generation of opera singers but also continue her recital and performing career.

OperaWire had a chance to speak with Matheson about her new position, lockdown, performing, and her wide range of experience from Zrich and New York.

Carrie-Ann Matheson: Initially, the lockdown was a little bit of a blessing because it gave me time to just stop after having a really hectic season. As time passed, the gratitude that I felt for the forced pause turned into something profoundly sad as I watched our industry begin to implode. I began to reflect on what and how our industry could change for the better, and how I aspire to be a part of that change especially in relation to helping emerging artists that have been affected by the Covid-19 pandemic. I was fortunate to be able to start performing again in June, but a sense of loss was never far from my mind as I watched friends and colleagues in North America and U.K. struggle to save their livelihoods. There is such a sense of community in our business that it is hard to fully enjoy performing when I know that others are suffering so deeply.

CAM: Guidelines vary by country and they are constantly changing. Fortunately, live performances of classical music in Europe are considered essential to both the public and most governments. Generous financial support from European governments makes it feasible for many European companies to take greater risks than their North American or British counterparts. My first performances in June were digital with no audience.

At the beginning of July, however, the Zurich Opera was able to re-open with a week-long festival of recitals, concerts, and an operetta gala. I was very pleased to be a part of this festival and performed a recital with two really talented French artists, Benjamin Bernheim and Sabine Devieilhe. The audience was reduced to accommodate social distancing, but we were able to perform a full-length recital program with an intermission. Most recitals since have been without intermission, which presents a special challenge for the singer.

For the operetta gala, Zurich Opera extended the back of the stage as far as it could go so that the reduced orchestra could be socially distanced. The timpani player was really far away from the conductor! The two singers were not standing together for their duets, but instead were on separate sides of the podium. Despite these adjustments, we were able to put on a really wonderful concert, and the gratitude from the audience was palpable.

The Salzburger Festspiele is another example of how creative thinking by the festival direction and extra effort from all involved allowed for performances to continue despite the pandemic. Upon arrival in Salzburg, I was immediately tested for COVID-19 by the festivals doctor. All artists were placed into different groups, depending on the amount of close contact that they had with other performers. Each group was subject to a different testing protocol, and we had to keep a daily journal of symptoms and detailed date/time/location information for anyone that we came into contact with for more than a few minutes. As I didnt have a lot of close contact with people except my recital partner, I was in the orange/medium risk group which meant that after an initial negative test result, I was not required to be tested regularly unless I had symptoms. We were not allowed inside the Festspielhaus unless we were wearing a mask and had our color-coded badge. No guests were allowed backstage, and the audience was socially distanced and required to wear masks upon entering and exiting the theatre.

Due to these strict measures, the Festival was able to happen without creating a virus cluster. I really hope that the examples set by European concert and opera presenters can give performers in other parts of the world a sense of hope and perhaps provide a blueprint or inspiration for artistic organizations who are struggling to figure out the next steps.

CAM: The first time I discussed it was at the end of 2019 with Gregory Henkel who is the Artistic Managing Director at San Francisco Opera. I first met Greg in 2006 at Los Angeles Opera, and we have kept in touch over the years. Not too long ago, Greg was in Zurich on a business trip and we met briefly for coffee. We chatted about the importance of good training for young artists, and I mentioned that I could see myself moving more fully into that territory at some point. Some months later, he contacted me and asked if I was interested in talking about a position at San Francisco Opera, as the longtime SFOC/Merola director, the wonderful Sheri Greenawald, was planning to retire. What I thought would be a quick conversation ended up being many hours long as we discussed our dreams and ideas for training.

Over the course of ensuing conversations with Matthew Shilvock, Eun Sun Kim, Jean Kellogg, and the Merola board leadership, it became clear to me that the values of the San Francisco Opera align really well with mine and I was really interested in pursuing the possibility. I am really excited to begin working with such a wonderful team.

CAM: What is deeply important to me is that artists are personally empowered enough to know that their own opinions and individual talents are worthy of attention. I find that not enough young people embrace and celebrate their individuality. We plan to create an individualized program where our young artists are supported both as world-class musicians and also in their personal development.

Our tailor-made, holistic program will provide support and training in physical and mental wellness, and will include intensive and ongoing training in the business side of being an artist, including how to manage finances, branding, time management, media relations, and more. Of course, the long-standing SFOC/Merola tradition of excellent musical and linguistic training will continue!

CAM: At the moment, yes, they are working virtually and will continue to be virtual until it is deemed safe to return to work in person. I hope that by the time that my tenure begins in January we will be allowed to be in the same room again.

CAM: I think the last six years in Europe have made me a much better musician than I was when I arrived. Of course, I received wonderful training in the United States and learned so much from my years on the staff of the Met. But living in Europe, being surrounded by different cultures, and having the opportunity to speak multiples languages within the course of the day has certainly made an impact on me. Some of my most profound learning has come through work on early music, and I now have a different perspective on the wide-ranging possibilities of musical drama. There is a freedom in the way early music and Mozart is performed in Europe that I want to bring to San Francisco with me. More improvisational, one might say. I intend to continue to encourage that kind of music-making and encourage our young artists to take risks and push boundaries.

CAM: I have always had a multifaceted career, working in various capacities in the opera house and playing onstage. I played a lot of concerts while I lived in New York but the truth is that in Europe there are simply many more opportunities for recital work. There are more venues and more established concert series its just nurtured more. I love touring in Europe and having the opportunity to perform a program multiple times. With repetition, it becomes easier to take big chances and play with new ideas on stage. Every night, every audience, every hall, every piano is different and it is great to explore and have fun with that. I also had the opportunity to conduct more in Europe. While every aspect of what I do informs my musicianship, conducting was one of the greatest things I could have ever done for my development.

Now I know what it is like to stand in front of an orchestra and have all that energy coming at me. It also taught me about leadership. As a conductor, you have to not only keep everyone together but also guide the ship in a way that allows the individual talents of the artists in front of you to shine. It has made me look at music and people in a different way.

CAM: Yes. The work that we do in the practice room has to be systematic. We have to prepare and put the hours in. I have always been aware of what I could do to improve as a musician and as a pianist, but I feel like in the last couple of years I have unlocked a lot of secrets. Once the systematic work is done, I can find freedom in my performance.

I use the metaphor of a house: for us, the structure and foundation of the house is the notes, text, and rhythm. Those things have to be solid but everything else that goes into the house, all the decorating, comes from the imagination of the artist themselves. Once you know that your structure is solid, you can decorate your house however you want. Thats the kind of thing that I want to instill in the musicians that I work with.

I often say Ok, I may not choose to do it that way but show me why that is the way you should do it. I dont want to just tell young musicians what to do. I want to help guide their learning so that they get to a place where they choose what THEY want to do and say. This sense of freedom and individuality is ultimately what is going to make audiences want to see them on stage. Nobody wants to watch someone on stage who does everything correctly but has nothing to say. If people are sure of who they are as artists and what they want to say, then they can bring us, as audience members, into their creative world.

CAM: I have never counted how many scores I have learned, but its a lot! As a prompter, you must basically have the text and the music memorized. When I prompted, I didnt have to worry about playing the piano at the same time, so my focus was on making sure that the singers were comfortable and secure, and on managing situations that go awry.

It was always a challenge for me to not become too entrenched in the story playing out in front of me. Prompting is an incredible experience, and it changed my perspective on music. One of the biggest lessons that I learned was the importance of good timing!

CAM: From my seat in that small little hole at the front of the opera stage, I saw very clearly what happens to people under the pressure of a performance. Someone may have musically or dramatically done something one way throughout the rehearsal period but in performance, when adrenaline and stress are added to the mix, they do the complete opposite! It was always a very interesting adventure. Working with some of the greatest performers in the world, and by that I mean both the singers in front of me and the Met or Zurich orchestra behind me was amazing and it was an honor to be part of it.

My experiences as a prompter also inform my coaching because I know where problems can arise in the heat of the moment, and where the tricky spots are from the perspective of both the singer and conductor.

CAM: Yes, I intend to find a balance between performing and my work with SFOC/Merola. It is essential that I continue to develop my own skills as a performer and artist so I can continue to pass on what I learn to my students! One informs the other, and the idea of not performing on stage is unfathomable for me.

There are many ways to approach an administrative/teaching position, but I know that I need to nurture that part of myself in order to give my best to the people that I am responsible for guiding. Fortunately, the administration of San Francisco Opera agrees!

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Q & A: Carrie-Ann Matheson on Salzburg Festival, Europe & Her New Position at the Merola Opera Program - OperaWire

Four empowered and resilient female entrepreneurs have found innovative and creative ways to provide services, coaching, and sage advice to new clients proving their mettle at a time when nearly 200,000 U.S. businesses have permanently closed due to the global health pandemic.

Although many of us are concerned about our personal finances and the overall economy due to COVID-19 restrictions, these are women business owners who carved out a new niche, changed their business plans, and successfully pivoted during the current health pandemic.

These women have garnered a myriad of life lessons that they are eager to pass on to the rest of us. Highlighted here are Philadelphia-area Public Relations Experts Hope Horwitz and her mother Sharla Feldscher, Philadelphia's Professional Food Service Design Consultant and author Felicia "Lisa" Middleton, Certified Life and Weight Loss Coach Karen Schaible, of Vancouver, British Columbia, and Mindset & and Alignment Coach/Consultant Karem Zafra-Vera of West Palm Beach, Florida.

From Philadelphia and Marlton, New Jersey, to West Palm Beach, Florida, and Edmonton, Alberta, Canada, these resourceful business owners have clear game plans for a successful future, during a time when most of us need it the most. Let's see how their plans can inform ours going forward.

Sharla Feldscher and Hope Feldscher Horwitz

Sharla Feldscher, President/Partner

Feldsher Horwitz Public Relations

Hope Feldscher Horwitz, Vice President/Partner

Years in business: 36 years

Links: Facebook, Linkedin, Linkedin

Publicist Sharla Feldscher was a kindergarten teacher who retired at the tender age of 25 to have a family. After both girls were born, she volunteered at Please Touch Museum, and, soon after, her volunteer work turned into a dynamic public relations business and passion that is not only going strong but has ebbed and flowed during this ever-changing landscape.

While volunteering at Philadelphia's Please Touch Museum, she learned an entirely new field and loved it. In less than a year, she was hired as the museum's first PR director. After four years, she was recruited to become the PR consultant for Sesame Place in Langhorne, PA., the nation's only theme park based on Sesame Street, a position she held for 26 years.

"When I said 'yes' to Sesame Place it meant that I had to start a consulting business in 1984, an entirely new venture. While having a business was new to me, I was confident in my ability to publicize programs for children," explains Feldscher.

Fast forward to 2020, Feldscher has the pleasure of working side-by-side with her daughter Hope Horwitz. This formidable team raises the profile of their clients, so they have more significance in the communities that matter to them, as well as increase their profitability by increased positive visibility.

Feldscher and Horwitz readily admit that their business has changed a great deal in the past five years, with a much larger focus on social media. For Feldscher, it has been fascinating to watch the changes in the field of public relations. "No more is a TV hit a one-time opportunity, and the same goes for print visibility," she explained. "Everything is repurposed. Everything is placed on multiple outlets so that the life of a publicity hit is much longer and has so much more value." There is a different strategy for social media, and we support clients by working with experts who have experience in engagement through social media."

Watching her mother in action while Horwitz was growing up was always a high energy day, a great deal of fun, and is what led Horwitz to want to follow in her footsteps. Hope and her sister, Amy, worked at many of the events of which Horwitz has fond memories. "When school was out and my mom's office was in Philadelphia, I would bring a friend with me and when we were old enough, we'd get a hot dog, pretzel, and a soda from the street vendors. We had a lot of fun back then. It's a different world now."

Horwitz worked for 15 years as an event planner and fundraiser and saw the importance of being able to give back to organizations in need. "As life progressed, I took a leap back into PR, and I felt like I was home. I enjoy the creativity, and I get to plan small events while working with clients. I can't think of a better way to spend my day."

What does this dynamic mother-daughter duo love about their business? "I love that I get to do a little bit of everything. I'm a partner with my clients and then use my creativity to find the newsworthy story to pitch," Horwitz explained. "Following up with the press and working with them to coordinate stories allows me the opportunity to constantly meet new people and be a part of a team."

Her mom added: "There are many things I love about doing public relations. Firstly, it's very creative we are always thinking about new ways to get press coverage. Secondly, I love working with clients being part of their strategic team, being trusted by them to guide them in a way that always keeps their positive image in the forefront, and then, thirdly, I love making things happen! It is so rewarding when an idea we have works and brings in revenue and builds constituencies for clients through publicity."

While business owners near and far have been looking for innovative ways to pivot during COVID-19, these public relations experts quickly realized that their business could not only continue, but it could thrive. "Our work can be done remotely, with no problem, since we don't need to see our clients in person to get the job done," Feldscher says.

"I am sorry to say that we don't have events, shows, or programs to attend right now. But, since our job is to communicate about clients' stories, we can do that from anywhere. We can arrange zoom interviews and our clients are still available to be resources to the press. Most of our clients have publicity opportunities, just different than we originally expected," she adds.

"In some cases, we've been put on "hold" especially if our clients are festivals that can't take place, but we have filled in with others whose events and publicity-stories are virtual or timely related to COVID-19. We help to strategize their businesses and how they can move forward in alternative ways."

Horwitz and Feldscher have discovered 'Silver Linings' both in their personal and professional lives during this global health pandemic. "I have really learned about what's important in life and what's not. And I will never take advantage of being able to hug someone again!" explains Horwitz.

Feldscher added: "I think I'll always use Zoom. I have saved a lot of time and expense by doing remote, virtual interviews and some clients say that will continue. Most of our clients are either in Philadelphia or New Hope, PA, which is 30 to 60 minutes away, and now we meet with them more easily. Personally, like Hope, I value, even more, the close relationships I have, and I will never take them for granted."

After several decades in the business, Feldscher says that what sets her company apart from others in PR is crystal clear to her and her clients. "Many have been colleagues for years and years. Many knew Hope when she was younger. These relationships are a real standout. In addition, Hope and I both have an excellent eye for detail, and we share a natural enthusiasm about life. We incorporated a sparkle in our logo and that "spark" seems to be clear to many people. I am very proud and everyone knows it to be working side by side with my daughter. I think people admire that and like being part of our PR team for that reason, too."

The optimistic pair stays "creatively productive" and timing is key. "I was always planning to have another book published in late summer. I wrote it before the pandemic. With the pandemic now, I have had much more time to work on the publicity and marketing of KIDFUN: 401 Easy Ideas for Play. I've been writing creative ideas to do with young children since I taught kindergarten, but now, more than ever, it's so important. I love that I have this creative outlet now," Feldscher says.

While Horwitz says she initially found the pandemic "trying and horrifying" since she is an outgoing and energetic person. She juggled work with homeschooling her seven and nine-year-old daughters, being someone who not only survived, but clearly thrived.

"We have more family dinners now and so as a couple, my husband and I can demonstrate love and interest in others on a regular basis," she explains. "It's helpful to know that we are showing our kids that we can survive everything as long as we stick together."

Feldsher loves having her daughter as her work partner and sees it as a clear advantage going forward. "Hope brings a whole new vitality to the business and thinks strategically about marketing us. She has the perspective of a younger generation and that is very important as we plan for our clients. I know our clients love getting both of our perspectives. The business is her future and its growth is as important to her as it to me. I am blessed!"

Says her appreciative daughter: "We are a family business and we often connect to our clients on a similar level. We enjoy getting to know the people who make up a company as much as we do the company. When we truly join their team, we're able to succeed in a much higher and stronger capacity. We also have fun at work, and I think that shows through to our clients. We smile and laugh as we work, whether it be together, with our clients, or with the media, we build relationships with."

Felicia "Lisa" Middleton

Author, Architectural Design Professional

Food Service Design Consultant

Urban Aesthetics Brands: The Foodie Builder / Aesthetically Speaking specializing in home maintenance and improvement

Location: Philadelphia

Years in business: 12

Author of: A Complete Guide To Creating Tasty Spaces

Homeowner's Guide to Renovations and Maintenance

Metamorphosis: Aesthetic Poetry eBook

Your PATH To Green: Designing an Eco-Friendly Map For Your Life and Your Space eBook

Podcast: Aesthetically Speaking

Felicia "Lisa" Middleton has several great loves architecture, writing, and people which is why she is so successful as an author and restaurant designer, home building expert, and entrepreneur.

"Educating my clients and helping them are my primary goals. The majority of my clients are business owners. Even when I design residential projects, most of the time I work for investors or contractors."

Middleton says her business has improved because of the way she utilizes social media, especially videos. She has also used her go-getter personality and drive to start a podcast, and hired videographers and a video editor as part of her time.

Urban Aesthetics specializes in mid-sized commercial projects including Commercial Kitchens, Day Care Centers, Salons, Retail Establishments and Offices, Sign Permits, and Adaptable Design.

Urban Aesthetics, LLC is a full service, committed green business, EPA Certified Renovators, and a certified W/MBE design and project management firm located in Philadelphia. We provide design and permit services.

Her company is the top on many lists because her clients, who have been with her some five to 10 years, value her and her experience and are eager to refer her for subsequent jobs. "They trust me and they know that I am good and I know what I am doing."

Since COVID-19 restrictions entered our lives, Middleton has been networking online and expanding her connections outside of the Philadelphia geographic area. Now since the pandemic started, she has done work in Maryland, Illinois, and Delaware and has agreements for future projects in Texas and Washington, D.C. She has also been networking in Denmark and Vancouver and she is thrilled that her new book Homeowner's Guide to Renovations and Maintenance is being marketed in two countries!

"I am seriously thinking in terms of working globally as opposed to my local area or a few select locations in the U.S," says Middleton.

One of the reasons that clients consider Middleton trustworthy is because of her ethics and standards. "We always seek to work with and subcontract with trustworthy individuals who have shown integrity and a dedication to quality work. We thank all who we have worked with in the past and all who we will continue to work with going forward."

Her experience with COVID-19, both personally and professionally, has involved both celebrations (the 'Silver Lining') and sadness. "Unfortunately, I lost 10 or more loved ones, friends, and family members during the last six months, one of them to COVID-19. The celebrations have been amazing. Personally, my design business has been doing well. I published a book; a few additional articles, and I have been featured on several Podcasts.

This Pandemic has allowed her to slow down and be creative, something that this business author and businesswoman had missed quite often over the years. In addition, she has achieved three certifications in the foodservice industry and she is enrolled in additional certification classes to solidify her expertise in Restaurant Design and Planning. All of this, as well as productive networking, has led to book sales and new clients.

What sets her apart from others who operate similar businesses? "From the beginning, I decided to do two things: focus on what I love and where I have the most knowledge and experience," she explains.

"I have utilized the specific niches that I have worked in throughout the years and incorporated the type of work. For example, I have many years of experience in Residential New Construction, working for large firms like Toll Architecture. I also have experience working in Food Service Design and Planning."

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Karem Zafra-Vera: Mindset & Alignment Coach/Consultant Next Level Consulting, virtual and West Palm Beach, Fl. Two years in business; 12 years in personal development Links: Facebook, Linkedin, YouTube For Mindset & Alignment Coach Karem Zafra-Vera life is all about learning, studying, and expanding her knowledge on a deep level, beyond just what we can analyze. She strongly believes that each of us understands new knowledge when it is internalized and it becomes part of our being. "Every day I internalize one percent more and my favorite part is witnessing my clients experience this process and hearing about their successes, words of truth, and discovering their perfection within themselves."

Zafa-Vera, whose clients call her "a truly gifted and insightful coach and mentor," says she has long enjoyed helping and empowering people. "I have often been told that I have a gift of seeing more than others can see in themselves. My intuition helps me empower people to believe in themselves as I believe and see their potential."

This helps her clients understand and have control of themselves. "I want my clients to understand the basic idea that we can create and manifest anything if we have a clear understanding of the power within ourselves this means that our thoughts, feelings, and actions create the results we have. So, take a look at your results and it will be aligned with your thoughts; it doesn't lie."

While there are certainly other mindset coaches and consultants around the U.S., what makes her business stand out are her gifts, talents, and personal experiences. "It is all about my unique experiences and life lessons," explains Zafra-Vera. It is also about my dedication to and belief in my clients and my passion for helping them figure out their goals and aspirations and find a path to reaching them."

When COVID-19 transformed the way most of us operate our businesses, Zafa-Vera knew, within her heart, that it was the time to both "step up and show up." She sees her life lessons as to how we feed our garden (mind) is what dictates the flowers we bloom (the results that we create)."

As such, this season has taught her a lot. "It has empowered me to not only practice even more what I preach but to understand and connect on a deeper level with my clients and the clients I continuously attract. I am able to relate through my own experience with COVID-19 and empower others that we all have a choice in everything in life. We have a choice on how to perceive, we have a choice about what we focus on, we have a choice of every thought allowed into our conscious and subconscious mind. I understand that there is something good even through the worst experiences of life. The question is what are you choosing to SEE?"

In addition to being able to pivot during the health pandemic, Zafra-Vera sees many 'Silver Linings' during COVID-19. "I see the opportunity for so much expansion. The individual that didn't have the time before, now has time to create that dream-seeking expression. I see the quality time of rest, unity, and appreciation of each other and our surroundings. I see an increased appreciation of kindness and giving more than ever before. I see the quality time of self-growth. I see opportunities for new adventures. I see the opportunity of creativity all around us."

She adds: "It's amazing the creation of ideas and surroundings we create when placed in uncomfortable circumstances. This is the universe getting all of us out of our comfort zone, to wake us up and begin to live life on a different level."

How does she help her clients not just survive, but thrive, especially during the pandemic? "I am that coach that is reachable. I tell my clients all the time. Do not linger or simmer in a negative state of mind. I'm always available when needed. They know, I will touch back with them as soon as I can. Shifting and becoming aware of our energy is very important."

When times are tough this coach says her faith keeps her going. "I understand that every obstacle is teaching me something, no matter how horrible it is. Yes, we go through the emotions. It's important to acknowledge them. The critical question is how long do you let it consume you, take over your thoughts and emotions? We refocus on what the client wants to feel, be, and of course through a number of exercises to help them shift."

So, how does it feel when she hears from a client who made a major leap based on her advice? "OMG, that is the biggest reward I can experience. Understand, it's not because of what I said. It's because they have shifted and now have internalized, they are worthy of their success," she said. "Every quantum leap we can look back and recognize is only because you internalized your worthiness and clearly lived that version of the role model you want to be. I don't think we ever get there, because we are always upgrading our self-worth."

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Karem Zafra-Vera

Karem Zafra-Vera: Mindset & Alignment Coach/Consultant

Next Level Consulting, virtual and West Palm Beach, Fl.

Two years in business; 12 years in personal development

Links: Facebook, Linkedin, YouTube

For Mindset & Alignment Coach Karem Zafra-Vera life is all about learning, studying, and expanding her knowledge on a deep level, beyond just what we can analyze. She strongly believes that each of us understands new knowledge when it is internalized and it becomes part of our being. "Every day I internalize one percent more and my favorite part is witnessing my clients experience this process and hearing about their successes, words of truth, and discovering their perfection within themselves."

Zafa-Vera, whose clients call her "a truly gifted and insightful coach and mentor," says she has long enjoyed helping and empowering people. "I have often been told that I have a gift of seeing more than others can see in themselves. My intuition helps me empower people to believe in themselves as I believe and see their potential."

This helps her clients understand and have control of themselves. "I want my clients to understand the basic idea that we can create and manifest anything if we have a clear understanding of the power within ourselves this means that our thoughts, feelings, and actions create the results we have. So, take a look at your results and it will be aligned with your thoughts; it doesn't lie."

While there are certainly other mindset coaches and consultants around the U.S., what makes her business stand out are her gifts, talents, and personal experiences. "It is all about my unique experiences and life lessons," explains Zafra-Vera. It is also about my dedication to and belief in my clients and my passion for helping them figure out their goals and aspirations and find a path to reaching them."

When COVID-19 transformed the way most of us operate our businesses, Zafa-Vera knew, within her heart, that it was the time to both "step up and show up." She sees her life lessons as to how we feed our garden (mind) is what dictates the flowers we bloom (the results that we create)."

As such, this season has taught her a lot. "It has empowered me to not only practice even more what I preach but to understand and connect on a deeper level with my clients and the clients I continuously attract. I am able to relate through my own experience with COVID-19 and empower others that we all have a choice in everything in life. We have a choice on how to perceive, we have a choice about what we focus on, we have a choice of every thought allowed into our conscious and subconscious mind. I understand that there is something good even through the worst experiences of life. The question is what are you choosing to SEE?"

In addition to being able to pivot during the health pandemic, Zafra-Vera sees many 'Silver Linings' during COVID-19. "I see the opportunity for so much expansion. The individual that didn't have the time before, now has time to create that dream-seeking expression. I see the quality time of rest, unity, and appreciation of each other and our surroundings. I see an increased appreciation of kindness and giving more than ever before. I see the quality time of self-growth. I see opportunities for new adventures. I see the opportunity of creativity all around us."

She adds: "It's amazing the creation of ideas and surroundings we create when placed in uncomfortable circumstances. This is the universe getting all of us out of our comfort zone, to wake us up and begin to live life on a different level."

How does she help her clients not just survive, but thrive, especially during the pandemic? "I am that coach that is reachable. I tell my clients all the time. Do not linger or simmer in a negative state of mind. I'm always available when needed. They know, I will touch back with them as soon as I can. Shifting and becoming aware of our energy is very important."

When times are tough this coach says her faith keeps her going. "I understand that every obstacle is teaching me something, no matter how horrible it is. Yes, we go through the emotions. It's important to acknowledge them. The critical question is how long do you let it consume you, take over your thoughts and emotions? We refocus on what the client wants to feel, be, and of course through a number of exercises to help them shift."

So how does it feel when she hears from a client who made a major leap based on her advice? "OMG, that is the biggest reward I can experience. Understand, it's not because of what I said. It's because they have shifted and now have internalized, they are worthy of their success," she said.

"Every quantum leap we can look back and recognize is only because you internalized your worthiness and clearly lived that version of the role model you want to be. I don't think we ever get there, because we are always upgrading our self-worth."

Karen Schaible

Karen Schaible Coaching

Retired Registered Nurse, Certified Life and Weight Loss Coach, and Certified Psychology of Eating Coach

Edmonton, AB. Canada (and virtual)

Started business in August 2019 using 27 years of experience as a Registered Nurse in many areas such as ICU/CCU, Psychiatry, Homecare, and lastly at the Bariatric Clinic

Links: https://karenschaible.com

Facebook: Women Losing Weight For The Last Time

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Karen Schaible can teach each of us how to take our gifts, experience, and passion and turn it into a rewarding service-oriented business. This is exactly what she did as a virtual certified life and weight loss coach.

With the best intentions in mind, the retired registered nurse started her now burgeoning business because it was disheartening working as a nurse at a Bariatric Clinic. At the one-year mark following many patient's surgeries, their weight loss had stalled or they had gained back some of the weight.

The problem, she explains, is that there were not enough resources to help with the underlying reason why these patients overate before their surgeries. "My passion is to teach women how to lose weight for the last time. Women who want to end the beating themselves up, the frustration, the sadness, the feeling controlled by food by learning a unique approach to weight loss," says Schaible.

Why is this so important to this caring medical professional? "This is my passion because I know what it feels like as I struggled for more than 20 years with the food and weight battle, and 10 years ago, I lost 100 pounds and I have successfully kept it off," she says. "It is so rewarding to watch my clients use my system to lose weight but, more importantly, gain self-confidence, feel sexy, have more energy, have better relationships, and live the life they have dreamed of."

Clients come to Schaible because they realize something more is going on than just knowing what to eat and how much to eat, and they need help finding these answers. "After following my system, my clients learn and shift what has been holding them back from losing weight, and as a result, they not only change their relationship with food, they are eager to refer their family members, friends, and colleagues."

More here:
How Philadelphia Business Owners Pivoted During The Pandemic - Patch.com