MindsetGo Podcast

Congratulations, you’ve achieved a goal! But why should we be proud of ourselves? In this episode of ICommunicate, MindsetGo President Mark Altman discusses how to accurately assess your progress, manage our self-esteem in challenging times, and utilize a mix of feedback and past experiences to construct a personal success template. Segment 1: All of the failure and success we’ve experienced over the course of our careers means nothing if we don’t seek to improve. How do we measure progress if there is no achievement? How can we alter our mindset to notice areas where we can improve? Segment 2: Stay interviews are a prime opportunity to garner a deep understanding of our employees, their goals, and their progress towards the company’s goals. How are we measuring performance reviews from one year to the next, and why is it so important that we keep track of that progress? What is “internal customer service,” and how can it be a major factor in shifting company culture? Segment 3: Process is not simply an agenda -- it’s a structure that’s meant to enhance efficiency, communication, and success. What are the components to creating an efficient process for ourselves and our team? Segment 4: We all have goals, but what’s the point in setting them? Where does our confidence come from, and how can that knowledge shape our approach to problem solving going forward? What are SMART goals, and how can we use this template to achieve tangible goals and recognize progress?

Why do we so often run into situations where either we feel treated unfairly or someone else feels as though they’ve been treated unfairly? In this episode of ICommunicate, MindsetGo Founder and President Mark Altman discusses how to navigate “fairness” in all aspects – at home, in our personal lives and at work. Why do “unfair” situations arise in the first place? Can we get ahead of them? How can we rewire our mindset to overcome unfair situations? Segment 1: At work and in life, how do we cope with the feeling of losing control? How do we react when we feel as though we’re being treated unfairly? How can we manage when someone feels as though they are being treated unfairly? Are there steps we can take to prevent feelings of unfairness from festering and boiling over? Why do we feel as though we have to apologize for our emotions? Segment 2: How can we influence outcomes by reframing information and situations? What’s the deal with luck – is it necessary? Can we create our own luck? What leads to disappointment in life and in business? Can we separate our mindset from entitlement? Segment 3: Why do we perceive situations as unfair? How can we get past a negative mindset when it comes to fairness? Who do you go to when you want to vent about fairness or a frustrating situation? What role is that person playing? Why does gratitude sometimes feel disingenuous? Is there a productive way to complain? Segment 4: What’s the best way to express gratitude? How can we be more mindful with what we’re grateful for? How can we effectively evaluate ourselves? If I pitch my boss an idea and they shut it down – where do I go from there? How can I reframe that situation to produce success?

How can we find out what we don’t know when it’s unclear how to seek the answers? In this episode of ICommunicate, MindsetGo President Mark Altman discusses the stages of unconscious incompetence, how to remain confident and motivated in situations where you aren’t knowledgeable enough in a particular area, and how to seek the answers that you didn’t know you needed. Segment 1: Confidence can be the end all be all in a conversation in which somebody is aiming to gain influence, but how can we remain confident if we aren’t knowledgeable enough on the topic that is being discussed? What are the stages of unconscious incompetence, and how can we gain knowledge of things that we don’t know? Segment 2: In hindsight, there are many times in our lives where we wished that we had information that would have changed the outcome of an important situation. Are you aware of the skills, knowledge, and mindset that you are missing? How can we recognize what we don’t have so that we can work towards it? Segment 3: We wouldn’t expect it, but our peers can reveal our true potential through observation and feedback. How can a personal SWOT analysis reveal the truth about our skill set and knowledge? What are the fears and assumptions that get in the way of us maximizing our talent? Segment 4: Our life experiences have shaped our knowledge and confidence – but there is always an avenue for improvement. How can our confidence impact our self awareness? What is a skill or characteristic that you want to develop, and what steps can you take to achieve it?

Are motivational speakers overrated? MindsetGo Founder Mark Altman gets down to the roots of motivation. Is depending on other people the most effective strategy to motivate yourself? It’s one thing to know how to motivate yourself, but when leaders are promoted before they’re ready, do they know how to motivate and inspire others? Segment 1: What fuels rivalries? Why does anger escalate to regretful action? Why do athletes get more focused, intense, and ready for some games and not others? How does this relate to business? What goes into our response to failure? Segment 2: Who do we idolize as humans and why? Where does competitiveness come from? Is it artificial to manufacture motivation through competition? Is “cheating” to generate motivation effective? What are the best “cheats” to increase productivity and success? Segment 3: What goes into finding our “spark?” What are the various factors that innately motivate us? Is there a better way to find motivation? How can we leverage other people to motivate us? How can bosses, coworkers and rivals motivate us at work? How can we fix promotions at work? How should we evaluate people for leadership positions? What does lead by example really mean? Segment 4: How do people stay self-motivated? How can we easily motivate others? Is there an easy, straightforward strategy to motivate others? Do you really know how to motivate yourself? What’s stopping you?

In a remote work environment, how can we build foundational trust and maintain productivity? In this episode, MindsetGo Founder and President Mark Altman and Melissa Glenny, CEO of Franklin Professional Staffing dives into the benefits, dangers, and best operational practices of remote and hybrid workplaces. Segment 1: Why is there a decrease in productivity when employees work remotely? Why are some leaders resistant to encouraging remote work? What is the relationship between trust and remote work? How can we effectively evaluate remote employees? Segment 2: How much of a problem are distractions for remote employees? How can we reach our company goals with remote employees? What does the process of setting realistic expectations look like? Why is reciprocity so important in a workplace? What does reciprocity look like in a successful work environment? Segment 3: What are the best practices for hiring and recruiting remote and hybrid employees? As workplaces evolve and transform, how can you stay ahead of the curve when it comes to hiring? Why do hiring professionals think remote workplaces are just as effective as in-person settings? How can setting expectations alleviate most concerns leaders have with a remote workplace? Segment 4: Why do salespeople get latitude at work that others don’t get? How can you gauge trust when hiring an employee? How does trust manifest in remote workplaces? Can we apply office norms to remote workplaces?

Why is transparency such a difficult line to toe in the workplace? In this episode of ICommunicate, MindsetGo President Mark Altman discusses solutions to common problems relating to transparency. How do we know if we are oversharing? How do we know when we need to be more proactively communicative? What is the motivation behind transparency? How should we handle it internally compared to with our clients? Segment 1: When we decide to be fully transparent, what is our end goal? Why do we choose to be fully transparent sometimes and not other times? When should we employ authentic communication? If the stakes are high, how can we be authentic while still being empathetic? Segment 2: How do we navigate transparency with clients? How do we navigate internal transparency? When is being too transparent detrimental to our team? What is our process for making decisions regarding transparency? Segment 3: Why are we reacting to problematic situations instead of preventing them? Is your internal communication contributing to confusion? How can we make sure our internal communication delivers clarity? How can we nail down a return on investment for training when it comes to improving internal communication? Segment 4: What’s the difference between transparency and oversharing? It feels as though we’re riding a razor-thin line, how can we be successful with our levels of communication and transparency? How can you effectively communicate amongst various generations in your workplace?

Know yourself, know your needs, and know how to get what you need. In this episode of ICommunicate, MindsetGo President Mark Altman discusses overcoming the fear of judgment and learning strategies to advocate for ourselves. Segment 1: We all know that advocating for ourselves can be beneficial, but what’s stopping us? What internal and external factors make us feel uncomfortable standing up for ourselves? How can we advocate for ourselves without worrying about judgment from others? Segment 2: Often when faced with conflict, we tend to react emotionally -- but what happens when we take a step back and break down the problem? What is the recipe for self advocacy, and how can I implement it into my own life? How can your internal voice make or break the process of self advocacy? Segment 3: Now that we’ve worked up the courage to have the conversation, how can we adapt on the fly to get what we need? How can lessening our ask increase our chances for getting leeway? Once you’ve advocated for yourself, what are the next steps to ensure that you get the results that you need? Segment 4: What’s the worst thing that could happen when we advocate for ourselves? We’re judged. How do we balance the risk-reward of asking for a second opinion? How do motivation, fears, and benefits factor into our decision to advocate?

How can we take the burden out of the performance review process? In this episode of ICommunicate, MindsetGo President Mark Altman dives into the topic of performance reviews. If we’re assigned to give the reviews, how can we maximize their effectiveness and avoid resentment from the person we’re reviewing? Segment 1: What prevents a leader from giving effective performance reviews? Is our feedback and evaluation process feeding into a negative review experience? It starts with word choice. How can word choice and emotional agility transform our performance review strategy and results? Segment 2: Why do we have rating systems in performance reviews? What’s the point of a 1-5 scale if we can’t agree on what goes into it? How can we install a rating system that’s fair for both the leader and the employee? What are the best ways to get to the root causes of why an employee is struggling in certain areas? Segment 3: How can we proactively set expectations to ensure performance reviews don’t blindside anyone? What’s the key to preventing conflict, as opposed to resolving conflict? Why are misinterpretation, hurt feelings and resentment so common when it comes to performance reviews, especially surrounding compensation? Segment 4: Why do you care what your team members think of you? What is a “360” review process and why has it transformed these interactions for the better? How can we be more receptive to feedback? How can being more receptive to feedback transform our attitude and productivity?

What’s your template for success? In this episode of ICommunicate, MindsetGo President Mark Altman and his 16-year-old son Cole Altman discuss why success templates are THE essential tool to help people of all ages build and sustain confidence and motivation. Segment 1: When you’re evaluating your performance, whether it be in the workplace or in personal projects, can you accurately identify what you did well? How can creating our own success template reshape the way we prepare for future challenges? How should we respond when we default to a negative response when evaluating ourselves? Segment 2: If we can’t establish standards and expectations when evaluating ourselves, how can we expect to properly assess the performance of other people? When we’re not meeting our own expectations, how can we pinpoint the root cause of the issue? Segment 3: It’s one thing to take a compliment at face value, but another to dig deep into why the person giving the feedback felt that way about your performance. How can we create a positive feedback process in order to give consistent and meaningful assessments? Why is it important that we understand the root cause of somebody’s feedback? Segment 4: Have you ever considered why we only seek feedback after doing something bad? How can asking for feedback in positive and negative situations improve your success template? What is the elephant in the room technique, and how can we use it to generate honest and meaningful feedback from our peers?

Have you ever been disappointed by the outcome of a conversation? In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the importance of setting expectations prior to conversations, confronting and managing our emotions, and the conundrum many human resources professionals experience when balancing the roles of advocating for employees and protecting their company from risk. Segment 1: Knowing what to communicate, when to do it, and how to execute the conversation should be the most honed skill in a leader’s toolbox. What is the most effective way for a leader to keep their teams and clients in the loop? What are the expectations that we subconsciously hold against somebody before we have an important conversation with them? Segment 2: Why is it worth speaking up or starting a conversation if I don’t get my way in the end? When you voice a concern with someone, or express a want or need, what are you expecting from that person in return? What is psychological safety and how can we maintain it in the workplace and everyday conversations? Segment 3: As leaders, we’re bound to be presented with an idea from our team that we don’t necessarily agree with or plan to act on. How can we express that without hurting your employee in a way that detriments future conversations? How can we make our emotions and expectations clear without making our employees feel as though they are not a priority? Segment 4: Leaders are often so busy worrying about their teams that they forget to make time for self-reflection. How can being kind to ourselves facilitate improvements professionally and personally? What does a kind conversation with oneself sound like, and what should we expect the outcome to be?

In this episode of ICommunicate, MindsetGo President and Founder Mark Altman is joined by Michael Ferguson to discuss how embracing change leads to a more positive and productive company culture, encouraging feedback from employees, and monitoring the engagement level of our teams. Segment 1: What can often prove more difficult than changing a habit is recognizing what needs to be changed in the first place. How do we know when something about our attitude or behaviors needs to change? What awareness can we gain from taking the time to self-reflect on our own actions and productivity? Segment 2: With only so much time in a day, we’re faced with the daunting task of deciding what takes priority and what gets pushed to the wayside. Where should team engagement be on that list of priorities, and how can we fit the time into our schedule to check in on them? How do we shift our attitude around team engagement check-ins from tedious and time consuming to productive and fulfilling? Segment 3: One of the most difficult aspects of change is embracing a new mindset rather than just viewing it as “necessary.” How can sharing challenges with our kids help to teach them about empathy and the process of problem-solving? Why should leaders be excited about the opportunity to meet with their teams and check in on their engagement? Segment 4: Far too often, company culture is an aspect of a leader’s job that isn’t prioritized nearly as much as it needs to be. How can we ensure that people within our teams are communicating and engaging with one another, including remote workers? How can productivity be negatively affected when we don’t prioritize company culture?

In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the biggest boundary for leaders; Getting people to speak their truth. Learn how to have difficult conversations to truly understand and improve the engagement level of team members. Segment 1: What we’ve come to understand after living through a pandemic is that a leader’s greatest weakness is uncertainty. When we are feeling uncertain about a particular issue, how should we be shifting our mindset to meet people where they’re at and collaborating on solutions? What are the greatest core competencies of leadership, and how can we be certain that we possess them? Segment 2: Leaders -- how are you contributing to a culture where people feel comfortable speaking up for what they want and need? What process can we utilize when engaging in a conversation about feedback to ensure that expectations are clear and agreed upon? How can asking for permission to give feedback shift the culture of your workplace positively? Segment 3: Have you taken the time to consider the warning signs of a quiet quitter? Could you even recognize them if you saw them? Why should leaders be treating emotions as valuable information rather than simply an obstacle to productivity? What questions should we be asking our team to test their level of engagement? Segment 4: How do past life experiences factor into an employee’s ability to be honest with their leaders? How can we use empathy to confront our team on their comfortability within the workplace? Before we can have conversations with our team regarding their honest feelings and opinions about their experiences in the workplace, we have to dismantle the biggest boundary of them all: vulnerability.

In this episode of ICommunicate, MindsetGo President and Founder, Mark Altman, helps viewers navigate through the jungle that is conversation intelligence. Learn the art of setting expectations, creating channels to receive and deliver meaningful feedback, and responding to excuses or criticism. Segment 1: Assertiveness is a critical aspect of leadership communication when engaging with and influencing peers or direct reports. Learn the downside when leaders don’t take the time to diagnose problems correctly the first time? When your team falls short of expectations, what prevents you from approaching the issue from a different angle? How can we eliminate hesitation and fear, so we stop putting off difficult, but crucial conversations? Segment 2: Listening is constantly praised as a critical aspect in communication, yet we often only open our ears to what we want to hear. What’s the difference between listening to understand and listening to respond, and how can that impact our sphere of influence? What are the three necessary ingredients for productive, effective conversations? Segment 3: Without taking the precaution to ensure that you will have control over the flow of a conversation, the discussion could easily get derailed and end up becoming unproductive. How can we direct the flow of feedback in order to prevent ourselves from wasting time talking about things that needlessly extend conversations? Why is it essential to approach these conversations using empathy as a tool of influence? Segment 4: Leaders are put to the test when a conversation doesn’t go as planned based on their ability to respond and not react or get triggered. How should we respond to employees when they make excuses or deflect conversations?

In this episode of ICommunicate, Company Founder Mark Altman discusses what traits we tend to associate with “difficult” people, as well as how we can approach these individuals with a lens of curiosity in order to suspend judgment, collaborate on agreeable behaviors, and create an inviting workplace culture. Segment 1: As a result of the pandemic, we’ve all developed our fair share of habits that we know to be counterproductive and inefficient. At what point do we consider our colleagues in the workplace to be “difficult,” and what stigmas surround that? How can we uncover the root causes of these behaviors and iron them out in a manner that isn’t accusatory? Segment 2: Complaints are often spurred by unfulfilled expectations -- but how often are those expectations clearly defined on all ends? How does our learned social etiquette alter our perspective on non-stated expectations? How can those expectations be helpful or harmful on a day-to-day basis, and how can we ensure that our team is aware of the standards that they are being held to? Segment 3: Leaders -- how often do you consider the qualities that make an effective coach? How do small details in communication, such as tone, word choice, and body language, make a difference in the way you are able to influence people when trying to change their habits? What is the difference between internal and external curiosity, and how can distinguishing the two help us to relay expectations in a clear and productive way? Segment 4: We don’t take enough time to consider the many components of a conversation and how to effectively control the flow of a dialogue. How can we approach conversations around habit or behavior change without coming across as judgmental or accusatory? How can we discern somebody’s motivation from their fear, and how do we educate them on the importance of that difference?

In this episode of ICommunicate, Company Founder Mark Altman is joined by Chill Executive Officer of LEAD, Kyrah Altman, to discuss how nonprofits can generate leads through intrinsic motivators, differentiate from other organizations through vulnerability, and remain self-reliant for funding, all without diminishing their value or sacrificing their mission. Segment 1: When people think of nonprofit organizations, one of the biggest questions that come to mind is: how do we sustain success through self-reliance? How do we convince people that donating money towards a nonprofit is a worthwhile investment? How can salespeople serve human needs as opposed to selling a service? Segment 2: Every sale begins and ends with a story -- one of hope, determination, passion, and eventual triumph. How can we relay these stories to potential leads in a way that demonstrates the value of our product and our team, ultimately influencing their decision to do service with us? How does unconditional vulnerability affect a client’s perception of our business? Segment 3: Running a nonprofit organization becomes especially difficult given how rapidly employee wants and needs are developing -- nonprofits can’t always keep up with the benefits that people expect. What can nonprofits do to make potential employees understand the intrinsic value of working for them? How can nonprofits handle and build off of rejection without altering their mission? Segment 4: Although nonprofits tend to shy away from the same tactics that salespeople use, it is still essential for them to educate people on what makes them unique and valuable. How can nonprofits offering up free samples of their product or service generate clients without diminishing the value of the organization? How can we stay determined through failure and know when to adjust our differentiators?

In this episode of ICommunicate, Company Founder Mark Altman is joined by fellow MindsetGo trainer Joseph Lyman to discuss the consequences that stem from a lack of commitment, how to recognize when people aren’t prepared or confident to give you commitment and how to get people to speak their truth. Segment 1: When somebody fails to follow through on a commitment, should we blame it on a lack of effort or is there something more to it? What goes through the mind of somebody who gives themselves permission to bail on a task or meeting? How can we discern between a breakdown in communication and an excuse? Segment 2: Even our most reliable and committed leaders have moments where they lack the self-awareness to be emotionally intelligent -- but how can they improve on that? When we fail to honor a commitment, how can we rebuild trust with the people we let down? Segment 3: Our internal motivation and values derive from our own perceptions; thus, it can be difficult to align our goals with those of another person’s whose goals and values differ from ours. In cases like this, where two people collaborating do not see eye-to-eye, how can both parties still make commitments, and both feel heard? How can leaders establish a culture of open communication around commitment? Segment 4: Telling our leaders that we will “try” rather than “do” a task assumes that failure is part of the plan, thus creating a preemptive excuse in case we fail to follow through. How can we ensure that, after giving somebody a task, that they are comfortable enough to tell us if there is a factor that they are uncertain about? How can a slight change in tone or word choice be enough to deter or open up a peer?

In this episode of ICommunicate, Mark Altman is joined by Ben Brearley, a Leadership Coach, Trainer, and Consultant with over 15 years of leadership experience. They discuss what it means to be a thoughtful leader, in addition to the challenges that may impede long lasting influence and change. Segment 1: When can a leader be certain that they’ve made a lasting, positive impact on the person that they’re coaching? Why is it so essential that coaches avoid using the righting reflex when problem solving with a colleague? Segment 2: It’s one thing to consider ourselves a thoughtful leader, but another to embody what that actually means. What does it mean to be a thoughtful leader? What does a “thoughtful” conversation look like between a leader and their team, and how can it lead to necessary reform in company culture? Segment 3: There’s a huge difference between “communicating” and “communicating with intent” that not all leaders recognize. Where does the motivation to continue learning come from, and how do we fuel other people? What are some leadership tools that we may be overlooking? Segment 4: It’s inevitable that leaders will find themselves in positions that no toolkit can fully prepare them for. In those moments, how can we adapt and find new solutions on our own? What is the tall poppy syndrome, and how can it affect the morale and performance of your team?

In this episode of ICommunicate, Mark Altman is joined by fellow MindsetGo trainer Joseph Lyman to discuss what it means to read people’s hearts and how understanding a person’s intentions and motivators sets a leader up to be in a better position to support and develop their growth. Segment 1: We all wish we could read somebody’s mind to dissect what their exact intentions are, but would the consequences be too much to bear? What’s the downside to quick-fix solutions regarding understanding somebody’s intentions, and how can it impact our confidence? What viable options do we have in a conversation that will allow us to uncover somebody’s motives in a non- threatening way? Segment 2: To be an effective leader and communicator, we have to distinguish when somebody is upset with us, personally, or if it’s their own circumstances. What ingredients of emotional intelligence do we need to consider before offering our advice or opinions to somebody in distress? Do emotions belong in the workplace? If so, why and when are they a valuable tool for communication. Segment 3: Are you aware of your behaviors that unintentionally impact your colleagues and peers negatively? If not, how can we identify those habits and gain a new awareness around how we subconsciously influence people? Segment 4: Oftentimes, the most important factors within a workplace are things that can’t be measured with an exact science, such as employee engagement and wellbeing. What aspects of an organization should be most important to us as leaders, and how can we prioritize those components within our team culture? What’s the value of collaborating on solutions, and why is it so important to be face-to-face with our colleagues when doing so?

In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, is joined by Marlyn Feliciano, and they discuss how to shape team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries and how to hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake? Segment 1: We’re more than leaders, we’re role models -- we should expect them to take our behavior to heart and hold us to our world. With that in mind, how can we shape our team culture to promote vulnerability and collaboration without oversharing or crossing personal boundaries? How can we turn around our workplace culture when people feel uncomfortable in that environment? Segment 2: When we’re not getting a productive response out of a coworker, a member of our team, or somebody that we’re trying to network with, the problem becomes managing our emotions and adapting to their preferred method of communication. How can we hold people accountable in a constructive way, as opposed to making them feel guilty and embarrassed for their mistake? Segment 3: Holding people accountable can be like walking around glass, given how difficult it is to avoid coming off as stern or demeaning. What strategies around mindset can we employ that will make delivering and receiving feedback feel as though it’s coming from a place of empathy? How can we be assertive by leading with curiosity, as opposed to leading with emotions? Segment 4: An underrated, but essential, habit of an effective leader is to employ proper selfcare -- we can’t expect other people to trust us until we first trust ourselves. How can we make ourselves aware of the value we add towards our team and the work we do? How can we create reasonable expectations for ourselves that promote self growth and empowerment?

When you are criticized, how does that feedback affect your thought process and your choice of response? In this episode of ICommunicate, Mark Altman, Founder of MindsetGo, discusses the Will Smith Oscar incident and how to respond before we react to effectively manage our emotions and model the right behaviors. Segment 1: One of the most difficult skills to develop is responding rather than reacting. What are some key awareness’s whenever we feel overwhelmed with our emotions? How can we develop the patience to think before we speak, even when we feel especially compelled to lash out? Segment 2: Far too often, we make blanket-statement value judgements, which simply aren’t true, before realizing how those remarks may be a trigger for people. What should we be asking ourselves before offering a potentially harmful opinion? What strategies can we utilize to manage our emotions? Segment 3: When we’re being criticized by someone, our first instinct in many cases is to defend or explain ourselves -- but is that the best course of action? What other strategies can we rely on in the heat of the moment so that we manage discourse in an acceptable and productive way? How can we reel ourselves in when we feel that our emotions are getting the best of us? Segment 4: Have you ever considered how tied to your goals you are? Are you able to incentivize and motivate yourself, or are you driven by consequences? What are the setbacks of a consequence-driven mindset, and how does that affect the relationship between leaders and their teams? How can value judgements impact our relationships and the way we communicate with people?