Trust and Be Free

I have an ongoing fascination with resilience. I see it as a core competency for thriving in today’s world.  

It means being open to new ideas, being flexible and adaptable. It also means being self aware, having a strong sense of self and a purpose.

My mother died on September 2 and was a great example of resilience – she overcame adversity with determination, grace, acceptance.

I am including below an edited version of the eulogy I delivered at her memorial service.

Betty Vilas Hedblom

Eulogy – September 2015

Our mother was resilient.

She didn’t just make it to 97, she was in remarkable shape and mentally with it right up to the end.  She was high-fiving her great grandchild Crawford from her hospital bed – while in hospice care, at home – only a week before she left us.

Thirty years ago she said she wanted to grow old gracefully and it’s fair to say she accomplished that.

She survived and even thrived in the face of a long life – full of both joy and significant adversities.

She had strength, determination, plus a quiet and unwavering sense of purpose.  She was nourished by her relationships and deeply rooted in her spirituality.

She was born in January 1918.  WWI still had 10 months to go.  Like many of her generation, the impact of the Great Depression lasted her whole life.

She remembered the stock market crash and she often recalled how challenging those years were.  She told us how her dog’s water bowl froze overnight in her bedroom.  That people were willing to do anything – anything at all – to earn a buck.

Tree in rock

It was around this time that she first showed her strong sense of caring for people in need. During those Depression years she befriended some people on the street (something she continued to do for decades).

She was secretly bringing them food from home.  This went undetected until she gave away several of her father’s shirts and he noticed his closet was getting thin.

She was frugal her whole life and lived by the motto: Use it up, Wear it out, Make it do.  After she was married, a friend joked, referencing my father, “Betty’s loosening up.  She’s letting Carl take the toll road.”

Her early years weren’t all innocence.  She proudly told me that she smoked cigarettes, and gambled away her allowance to her older cousins. But ultimately, she found redemption – when she was 11!

Growing up, she had a strained relationship with her mother. Taking a resilient tact, she found a substitute and formed a very close relationship with an aunt.

She adored her father, who she thought would have preferred a son.  Being adaptable, she was something of a tomboy and learned to shoot a gun and drive a car by the time she was 12.

Later, as a college student, when her mother wanted her to have a coming out party, she was a rebel, sticking with what she believed in and chose a path of service and social work over being a deb and dilettante.

As the mother of three, she could set her own limits. Before I was born, my father said if I was a boy, he liked the name Mark.  He also was interested in getting a German Shepard.  So, my mother’s response was to get a Black Labrador and name the dog Mark.

Years later, on our drives to Michigan, she insisted that there be no talking – not a word – for the first hour.  And a minute later, sibling fights would start.

When she was on a search committee for a rector and there was a short list of three – two married with children and one never married – she said the best choice would be someone who had been traumatized by teenagers.

After my father died, she had to find a new purpose. This was not retiring, meek widow.

She had a quiet discipline and created good habits.  That included quiet time in the morning and daily afternoon walks – no matter even if it was windy, wet and frigid!

One of the great lessons my mother taught me was that life is essentially about our relationships.  Not material belongings, status or ego.

Instead, she emphasized the comfort and joy of connecting.  She loved to have friends who you can pick up where you left off.  And, she had many friendships that lasted decades.

She proved to be resilient in the wake of the untimely deaths of her father, mother and her daughter (and my sister).

I believe it was her strong spiritual connection that helped carry her through.  She struggled for years with the enervating effects of illness.  The remarkable thing is that she ultimately emerged stronger, healthier and lighter – and this was when she was in her 70s.

Resilience - ball bounceHer poetry was another example of her resilience.  She started writing poetry as an outlet to cope with caring for our father who had a decade-long bout with dementia.

She found writing to be a challenge. Even so, she started writing poetry as a coping mechanism. The writing was cathartic and she discovered her inner poet.

She continued to write and it served as a way for her to communicate and connect with so many people.

She was a rebel and spiritually a radical, too.  She believed it’s all about energy, and Godde was in everybody and every thing.

It wasn’t all earnest.  My wife remembers a hair-raising golf cart ride down our driveway. My mother made the sharp turn at the bottom never once so much as even tapping the brakes.  She liked to go fast – pure joy!

She was ahead of her time in many ways.  I was a teenager in the 70s and when feminists came on the scene, I remember thinking, “What’s the fuss about?”  I thought equality was the way the world already was and should be with my mother as a role model.  She was also naturally inclusive of the LGBT community decades ago.

My mother was a big fan of St Francis and, without overstating it, I think she evolved to become an embodiment of his well known prayer – seeking to understand than to be understood, emphasizing giving over receiving.

She had a calm presence, was open to new ideas, and had a positive attitude.  She connected with warmth and affection. I think she sometimes brought out the best in us.

We are a little better for having spent time with her.



Recent blog posts.

•   Take The Wheel From Your Saboteur

•   Your Path to Greater Fulfillment

•   Promise of Possibilities

Success is yours today


Take the Wheel  from Your Saboteur

Sandy was walking down the hall to the office of his boss Jim.  He was ready to present his big idea. It could make a significant difference to the company and be a game changer to his career. He had worked late nights and weekends to polish it.

As he got closer, he thought: Jim might think my idea is off base…maybe way off base.  No way would the company take a chance like that.  Who am I to be upsetting the way we do things?  Jim isn’t going to be comfortable with the risk and will get mad — at me.  This could be bad for my career, even my job.  This is a mistake.

So . . .

Sandy stopped in his tracks and went back to his desk.  He put the carefully prepared document in a file and closed the drawer.  He never proposed the idea that might have catapulted the company over the competition and launched him to a new level of responsibility.

What happened in that hallway?

An internal voice, we call a saboteur, inner critic, gremlin or The Committee, whispered in Sandy’s ear and planted a big dose of doubt.

So, as Sandy made up a negative story that his next move was going to be dangerous, maybe even a career-killer, his dream crumpled.  Worst of all, his saboteur convinced him to do nothing, to not even try.

Who or what was that saboteur and where did it come from?

The saboteur is that inner voice that serves as an internal warning system to avoid danger.  It means well in trying to keep us safe but is woefully out of date and actually can do serious harm.

Some believe the source of this voice goes way back to when we were prehistoric hunters.  That rustle of leaves might have a large and dangerous animal behind it; an internal voice said don’t go investigate and so live another day.

Others believe we devise coping strategies when we are very young children and then continue to use them despite being adults in radically changed circumstances.

While not the first to expose the pernicious saboteur, Shirzad Chamine has written a very accessible book, Positive Intelligence, and offers a free assessment as well.

Noting that our mind can be our friend or our enemy, Chamine’s assessment determines one’s Positive Intelligence Quotient, a score represented as a percentage of how much of the time your mind is your friend or your enemy.

His research has determined that a score of 75 is a tipping point.  It means that your mind is serving you about 75% of the time and sabotaging you 25% of the time.  Above 75, we are uplifted by the internal self talk and below that, we are being dragged down.  He says that a dramatic 80% of individuals and teams score below this critical tipping point.

What are some strategies to deal with this saboteur?  Start with awareness.  When we notice an internal message holding us back, we have a choice to override it.  Without the awareness, the saboteur is driving the bus and making decisions for us.

Consider the difference between:  “I think I’m going to make a mess of this.” and  “My lying saboteur thinks I’m going to make a mess of this.”

The challenge and the opportunity?  Take the wheel from your inner critic.

Chamine offers his assessment for free at  The feedback is nuanced and worthwhile.  Your results are immediately available and will be followed up with a series of unobtrusive emails offering messages and brief exercises to reinforce the awareness and learning.

As we increase our awareness of that inner voice, we give ourselves a chance to restore choice.

Full disclosure:  I let my own saboteur be loud and bossy while writing this, causing the post to be delayed.

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Recent blog posts.

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From the Water Cooler . . .

Self pity:  Resentment (resistance) about what is

Compassion:  Acceptance of what is

Success for you 

Mind the Gap: Your Path to Greater Fulfillment

Bob’s keynote at the conference went well.  As the clapping died down, the rush of elation felt like a victory.

By lunch, his mood had slumped and he was feeling alone and, actually, a little resentful.

Two days later, he noticed himself thinking, “I put a lot into that presentation and I didn’t get any help at all.”

When Bob contacted me about coaching, he was restless and irritable.  He said he was working as hard as ever and feeling discouraged.

The long hours at the office and time on his computer at night was taking a toll on his family life.  His wife felt slighted and his kids mumbled that he was grumpy all the time.

His routine felt like a grind.  All that effort at work and the results were good but there didn’t seem to be any teamwork or appreciation for what he saw as his sacrifices.

To get our coaching started I asked him to complete an exercise called the Wheel of Life, which offers a simple and effective way to gauge someone’s current level of satisfaction.

Think of a pie cut into eight wedges, where each wedge represents a major domain of your life.  The categories include:

  • Career
  • Money
  • Friends & Family
  • Significant Other/Romance
  • Fun & Recreation
  • Health
  • Physical Environment
  • Personal Growth/Spirituality

Then rate your current fulfillment for each one on a scale of 1 to 10. It’s quick, easy and provides a “snapshot” of today’s level of satisfaction.

Bob reported moderate to low satisfaction with his job (5), his relationship with his wife (6), his family time (5), and even with fun and recreation (3-4).

For the second part of the exercise, I noted to Bob the rating of 5 that he gave to Career and asked him to imagine what a 10 for him would look like.

This is a basic coach technique; we invite a client to imagine an ideal outcome and then hold that vision as a goal. Next, after acknowledging where we are now, we collaborate and devise a strategic action plan to close the gap and make the vision a reality.

The Wheel exercise helped Bob get in touch with his current level of discontent and start the process of identifying solutions.

We quickly pinpointed the focal point as time.  Bob had been promoted into a bigger job with more responsibility and he hadn’t fully embraced his new role.

We worked together on establishing priorities, improving time management; and then, delegating and coaching his direct reports to take on more ownership.

The transition took some time.  As Bob’s staff members took on more responsibility, they developed new competencies.

Bob got out of the weeds and began to lead more and manage less.  He felt less stressed out and was able to enjoy his family again.  He also stopped bringing the ghost of an unhappy home life to the office.

We know that simply completing the Wheel exercise will not turn around major issues.  It can be a useful tool, however, to highlight areas of dissatisfaction and facilitate the process of identifying paths to greater fulfillment.

The challenge is to mind the gap.

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From the Water Cooler . . . 

Don’t be a prisoner of your past. 

Be a pioneer of your future. 

Lead for your success.

The Promise of Possibilities


So plays out an exercise of improvisation among business colleagues.  That the sentence doesn’t make sense is beside the point.

Participating in groups of three, each member added one word at a time.  It meant that each of them had to listen to the others, be present to the exercise, and let go of where they wanted to take the story.

And, underlying the whole process, they all had to practice a Yes, And perspective.

Yes, And is the most basic building block of improvisation and stands in contrast to No or Yes, But.

With a Yes, And perspective one accepts what another offers and builds on it and never dismisses or denies.

The Yes, And perspective makes space for an idea to breathe before being shot down, sometimes just the moment that is needed for a new idea to develop into something worth pursuing.

Yes, And promotes the creation of a safe and courageous space and in turn supports risk taking and encourages innovation and creativity.

I’ve been leading groups to perform improv exercises on a regular basis this past year  The participants quickly get over any shyness.  They pay attention, focus and have fun.  Their energy goes up and they leave a little more open to possibilities and willing to engage with others.

Improvisation is an activity that allows participants to experience new concepts and in a visceral and lasting way.

The intent is not to try to be funny or to deliver a performance in front of their peers.  Instead, participating in a structured series of improv exercises can be a form of emotional intelligence in action and offers a creative learning experience.

Though the exercises may feel like play, improv promotes better listening, more spontaneity, increased confidence as well as flexibility and agility.

The benefits are not limited to just the individual experience.  Because the exercises are done in pairs, triads and larger groups, they can also build team cohesion and collaboration.

Another key part of what makes practicing improv effective is supporting our partners and helping them look good.  When we respond in the moment and build on the ideas that come up in the exercises, we’re not competing for credit.  This approach de-emphasizes ego and contributes to better teamwork.

Living in today’s period of unprecedented and accelerating change, it will be the people and institutions that are willing to adapt and consider new ways of doing things that will survive and thrive.  There are too many examples of institutions that have faded because they didn’t.

Contempt before investigation is a sure way to block progress and maintain the illusion of safety of the status quo.

Yes, And is positive, versatile and invites participation.

As we can lead from any chair, the opportunity in hand is to start noticing the negative impact of No and Yes, Butand replace it with

YES, that’s an interesting idea. . .AND. . .


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From the Water Cooler . . .

What we send out, we get back. 

Success for you now today

Death By Meeting, Nevermore!

Harry looked at his watch under the table.


Only three minutes since he last looked.  Ugh.

Tom droned on.  Kathy interrupted, again.  Jim nodded agreement to. . .what?  We started late.  No one introduced Mary who joined the company only two days ago.

No agenda.  Finance wasn’t there even though the meeting was supposed to be about how finance wanted to change the budget process.  Unprepared, Sally had no new information and that meant no decisions could be made. This meeting was a giant waste of time!

With a flimsy process and little follow through, we would likely be covering the same ground two weeks from now.

Business meetings are notorious, and for many good reasons.

But, it doesn’t have to be that way.

Bain & Co estimates that 15% of an organization’s collective time is spent in meetings.  Other sources estimate time in meetings at 25% to 30%.  Bain’s research says that senior executives spend about two days a week (40%) of their time in meetings with three or more coworkers.  So, as executives rise in the ranks and their time becomes more valuable, they spend more time in meetings.

Meetings represent a sizable chunk of an office worker’s time, no matter what measurements are used.

The reality is that individuals are limited in how much they can cut back on meeting attendance given the very real risk of alienating their colleagues, and especially their boss.

So, how can we improve the meetings that we do have?

At a recent gathering for organizational development professionals, I had the good fortune to hear Dick and Emily Axelrod (luminaries in the OD field) present on a system they have developed to lead meetings that are productive and participants actually find useful and want to attend.

They outlined the merits of their Meeting Canoe, a six-step process that consistently creates good outcomes.

A look at the process and we see why it works:  it’s welcoming, inclusive and connecting, reality-based, rooted in the present with an aspirational eye on an ideal outcome, decisive, and has accountability built in.

As the Axelrods discussed that night and also in their book Let’s Stop Meeting Like This, they recommend the following process:

Welcome people to create an atmosphere conducive to doing the desired work.  We want to create a sense of safety and, with it, openness to sharing and receiving ideas.

Connect people to each other and the task.  This step has two levels.  Building relationships among the participants and, second, connecting the participants to the issue at hand.  Building on the safety, we want to engender trust, the most basic building block of effective teams.

Discover the way things are.  We create a shared view of our current reality. This requires being open to a broad spectrum of input, including divergent views and hearing from the quiet minority.  We want to enable the participants to share their own perspectives and create a common ground of understanding. Next, we help the group resist the temptation to jump to a fix.

Elicit people’s dreams.  Mining the group for ideal outcomes is the yin to the current reality’s yang.  This is a time to loosen our grasp on exacting practicality and have participants imagine possibilities.

Decide on next steps.  Participants make their choices clear, while taking into account the way things are and the articulated ideal outcomes.  Note that the process for how to arrive at decisions should be understood beforehand.  It is particularly toxic for participants who thought they had a vote to be disenfranchised because it emerges they are not aligned with what the meeting leader wants.

Attend to the end.  Bring the meeting to a close by reviewing decisions made, next steps, and who is going to do what by when.

I have adopted this process for meetings myself and recommended it to coaching clients. I am happy to report that it works extremely well for all types ranging from brief interactions to group meetings to longer planning sessions.

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From the Water Cooler . . .

You can’t complain about it if you’re not willing to do something about it.

Success is at hand