Pythagorean Breathing is an easy way to relax, be present and de-stress.  Use this breathing pattern anytime you need to calm.  Plus, it is a great exercise for helping you to relax before bedtime.

Stress breathing occurs high in the chest and even neck.  You will want to breathe low & slow for this exercise.  Try placing your hand on your stomach.  When you breathe you should be able to see your hand rise and fall with each breath.  Breathe low and slow.


Here’s how…

1. You are going to use a count of 5-3-4 (the Pythagorean pattern) to “measure” the duration of each breath.
   
   
2. Close your eyes and slowly inhale to the count of 5.  Hold it for a count of 3 and slowly exhale on the count of 4.  Repeat.  Here are two variations on the theme:

Variation 1: Hum two notes as you inhale and then exhale.  The sound may help you concentrate on your breathing.
Variation 2:Reverse the count and try 4-3-5.  Hey...whatever works.

“A few weeks ago shooting, cars exploding, screaming, death, that was your world. Now back home, no one knows what it is like over there so no one knows how to help you get back your normalcy. They label you a victim of the war. I am not a victim... but how do I get back my normalcy? For most of us it is booze and Ambien. It works for a brief period then it takes over your life. Until this study, I could not find [the] right help for me, BREATHING like a champ!” Those were the words of a 25 year old marine, a veteran of the war in Afghanistan who partook in the research study I ran with Dr. Richard Davidson at the University of Wisconsin-Madison. Whereas therapeutic and drug treatments had not helped many of the participants who volunteered for my study, a breathing practice - the intervention we used - did. One of the veterans in our study has since gone on to become an instructor so he can share the practices he learned with other veterans. "Thank you for giving me my life back," he told us.

The Breath Is a Powerful Tool to Calm the Mind

We have an intuitive understanding that the breath can regulate our mind and emotions. Most of us have either told others or been told ourselves to "take a deep breath” when things got challenging. Most clinical psychologists use some kind of breathing practice with patients. However, because breathing happens automatically, many of us don’t give the breath as much attention as it deserves nor have we learned to harness its full potential to calm our minds.

One of the reasons why breathing can change how we feel is that emotions and breathing are closely connected. A revealing research study by Pierre Phillipot showed that different emotional states are associated with distinct respiration patterns. In Phillipot's study, participants came in and were instructed to generate emotions like sadness, fear, anger and happiness to the best of their ability. While they were experiencing the emotions, Phillipot's team requested participants to closely observe and report on their own respiration patterns. The research team found that each emotion was associated with a distinct pattern of breath. For example, when the participants felt anxious or afraid, they breathed more quickly and shallowly and when they felt happy, they breathed slowly and fully. Even more interesting was the follow-up study in which  the researchers invited in a different group of participants into their lab and instructed them to breathe in the patterns they had observed corresponded to emotions. The researchers literally told the participants how to breathe and then asked them how they felt. Lo and behold, the participants started to feel the emotions that corresponded to the breathing patterns!


Breathing and De-Stressing (2): Change How You Feel By How You Breathe

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The Elements of Enchantment

Embracing these principles and making a sincere, ongoing effort to enchant your employees has many happy side effects: you’ll continually improve as a boss, and the virtuous circle completed by you and your employees will make the world a better place. And it is important to remember that there is more to enchantment than how it applies to your employees and your relationship with them. I’ve explored the idea in greater depth in my book Enchantment: The Art of Changing Hearts, Minds, and Actions. To consistently enchant people and achieve your goals and what you want to accomplish in the world, it also takes:

1. Likability. You’re not going to be enchanted by someone you dislike.
   
   
2. Trustworthiness. If you don’t trust someone, you won’t be enchanted.
   
   
3. Preparation. You’ll enchant people with great communication and well-developed attention to detail.
   
   
4. Ability to launch. Get immersed in your cause, and get it out there. Become inspired by the actions of superstar enchanters like Virgin’s Richard Branson and Apple’s Steve Jobs.
   
   
5. Overcoming resistance. How can you enchant the influencers? People won’t automatically gravitate to your cause.
   
   
6. Endurance. Enchantment should lead to a change that lasts, not a brief interaction. People need to internalize and believe in the values of your change efforts.
   
   
7. Effective use of push technology. We are blessed with many technological tools that can further our cause and aid in creating enchantment. Using Twitter, presentations, e-mail, and the like gets your message into the world. They allow you to engage many people, fast and often.
   
   
8. Effective use of pull technology. The flip side of push technology lets you enchant through use of websites, blogs, and social media sites such as Facebook and LinkedIn.
   
   
9. Enchanting your boss. This takes a bit of a mindshift. Reorient your efforts to making your boss successful, before yourself. If you’ve properly enchanted your boss, the rewards can be plentiful.
   
   
10. Resisting enchantment when necessary. Lots of people can be enchanting, but their cause is not your cause. Sometimes you’ve got to avoid tempting situations, think long-term about your decisions, or even create a checklist of critical factors to consider before making a decision.
    
    Finally, to enchant your employees and get an even better sense of what it means to be an enchanter, create your own personal Enchantment Hall of Fame. It’s a great way to consider what enchants you, and how that can inspire you to create and further your cause. Here are some of my categories and choices: after reading them, compare and provide your own and you are well on the road to enchantment:
    
    

Most of us in corporate America are busy, functioning at warp speed and though we would love to stop and smell the roses they are more typically a blur as we hurry past.  We are constantly managed to move faster than a speeding bullet, be more powerful than a locomotive and leap tall buildings in a single bound.  We are immersed in information through training and books to help us be highly effective, retrain our brain, go beyond the idea, build our influence, move from good to great, discover our strengths , function well in teams and on it goes.  I believe all of these to be good and even powerful ideas but most of us are challenged to take the concepts and place them dynamically in our jam packed and quickening lives.  I hope you do not feel like I am “piling on” with this next suggestion but have you considered hiring a coach?  Why would you do such a thing?

“Coaches have an advantage over the participants.  They can see things objectively and make assessments which shed light on difficult situations.  Frequently, the simple act of a timely delivered; attentive question can bring amazing clarity to a challenging circumstance.  A Coach can act as the needed sounding board that helps sharpen skills, motivate and build confidence.” 

In a Global Coaching Client Study commissioned by the International Coach Federation but conducted independently by PricewaterhouseCoopers the following findings were observed:

Increased Productivity: Professional coaching maximizes potential and, therefore, unlocks latent sources of productivity.

• 70% Improved Work Performance
• 61% Improved Business Management
• 57% Improved Time Management
• 51% Improved Team Effectiveness

Positive People: Building the self-confidence of employees to face challenges is critical in meeting organizational demands.

• 80% Improved Self-Confidence
• 73% Improved Relationships
• 72% Improved Communication Skills
• 67% Improved Work/Life Balance

Return On Investment: Coaching generates learning and clarity for forward action with a commitment to measurable outcomes.

• 86% of companies say they at least made their money back

Satisfied Clients: Virtually all companies and individuals who hire a coach are satisfied.

• 99% “Somewhat” of “Very Satisfied” with Overall Experience
• 96% Would Repeat the Process

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Here are the ten best ways to enchant your employees:

1. Provide a MAP. You may find it counterintuitive that money is not the primary reason someone loves their job. Nonetheless, it turns out that several other factors, when taken together, are even more important. In his best-selling book Drive: The Surprising Truth About What Motivates Us, Daniel H. Pink explains what employees really want from their employers, which can be simply stated as being given the opportunity to continually master new skills while working autonomously toward a purpose greater than themselves. This does not mean that you shouldn’t pay people adequately, but a MAP is what really leads to enchantment. And while you’ve got control over how much money you pay someone, it is also important to remember that you’ve got control over your relationships in these three areas, and how you provide opportunities within each area. The cost to you for each one can be little or nothing, with a significant payoff.

Here is a brief look at each member of this powerful trio of concepts:

1. Mastery: People innately want to get more competent at a job they do each day. They have an intrinsic need to excel and improve.
   
   
2. Autonomy: Set goals for people, give them the proper tools, and then stand back. Micromanagement erodes trust and is the enemy of autonomy.
   
   
3. Purpose: (I consider this to be the most important of the three factors, but as acronyms go, MAP works better than PAM.) Purpose is the meaning made by your organization. It’s the expression of how you are making the world a better place. Your employees want to play a daily role in how this meaning is made.
   
   2. Empower them to do the right thing. If people have the freedom to work autonomously, it demonstrates that you trust them to make the right decision on customers’ behalf. This high level of trust and empowerment will lead toward the performance of their best work. Remember that your best employees set an example for others. They want to present a sense of delight to their customers—your customers. An important factor in job satisfaction is the ability to make customers happy.
   
   If you burden people with rules and procedures designed more to prevent losses than to make gains, you’re preventing them from working in the customer’s best interest. That means disenchanted employees— and disenchanted customers. Not a good way to change the world. If your employees are empowered to do the right thing, they’ll feel good about themselves and will consistently enchant their customers.
   
   3. Judge your results and their intentions. Maybe it’s just human nature, but most managers tend to be harsher judges of their employees’ results than they are of their own results. “I really tried to meet my sales quota, but you didn’t meet yours.”(Sound familiar?) This is the opposite of what an enchanting manager does. Be a tougher judge of your results than your employees. What did you accomplish? What were your employees’ intentions?
   
   The usual way sets you up to find few faults with how you have performed, while zeroing in on shortcomings of your employees. If, over a long period of time, their results are sub-par, consider asking yourself a couple of questions: Did we make a hiring mistake? Have we made mistakes in training? Don’t give yourself the benefit of the doubt so often.
   
   4. Address your shortcomings first. Judging is one thing; fixing is another. Nobody is perfect, you included. How could you have done a better job yourself? After that soul-searching, you can start talking about employee improvement. Peter Drucker’s words have never been truer: “So much of what we call management consists in making it difficult for people to work.” Selfcriticism is a powerful component of enchantment. Setting a good example is also a good source for employees to experience inspiration by your example. The idea for enchantment is to develop inspired employees, not intimidated ones. Blame yourself first and most, and see what happens.
   
   5. Suck it up. This is a phrase that is often used without considering its full meaning and implication. The Urban Dictionary provides this definition: “to endure a period of mental, physical, or emotional hardship with no complaining.” If you are driving a big and important enough cause, enduring-without-complaining is probably going to be a frequent occurrence, and something you are going to want to model for your employees.
   
   You have to show that you’ll do whatever it takes. Employees need to know that you’ll do the dirty, hard, and frustrating jobs too. That’s what great people do: employers and employees alike.
   
   6. Don’t ask employees to do the things you won’t do. If you’re not willing to fly from New York to New Delhi in coach, then don’t ask them to do it, either. Do you answer all your e-mail? Are you willing to make photocopies? How about emptying the trash can or cleaning up the occasional mess? Do you arrive in the office early and stay late? If you don’t, it’s going to be hard to ask your employees to do these things.
   
   Enchanting your employees is easier if you can develop a sense of empathy for what they do each day, and show that you are pitching in alongside them. This is a great guiding principle for your management style. It leads not only to enchantment but to increased credibility and loyalty, a priceless combination.
   
   7. Celebrate successes. When your organization scores a success, celebration is in order. Unrelenting toil in the face of success (or failure) is rarely worth the time or effort. Success as a group is unbeatable, and it is best to celebrate it as a group. You’ll want to remember this if you are trying to emphasize team achievements more than individual ones. But don’t get carried away with lavish, expensive celebrations that seem more excessive than empowering. Holding a celebration at a fancy, expensive setting, with entertainment by famous names, sends the wrong message, and it wastes money. Employees will be enchanted by celebrations that are fun and cool, not extravagant and awesome.
   
   8. Get a devil’s advocate. This is a term that lots of people toss around, without knowing its original meaning. For hundreds of years, the Catholic Church appointed advocates (called advocatus diaboli) who argued against candidates for sainthood. Consider using a similar approach in how your organization canonizes decisions, the kind that may be difficult and costly to undo later. A practice such as this improves the way your organization functions and works toward its goals, especially lofty ones. In turn, it makes life better for your employees and enchants them in the process. If employees do get disenchanted, they can talk to the devil’s advocate and know that rocking the boat is really OK.
   
   9. Show some love. Michael Lopp, in his book Managing Humans: Biting and Humorous Tales of a Software Engineering Manager, contends that the three crucial words during the recruitment process are “We want you.” This recognition is relevant not only during the recruiting phase but every day on the job. Make sure you enchant your employees by making it plain that they’re wanted today, and they’ll be wanted tomorrow. Suppose that you think that because we are in an era of high unemployment, you can scale back wooing and enchanting your employees. This is a mistake, not only on principle, but because truly great people are always in short supply. Woo them or lose them.
   
   10. Use money sparingly. This doesn’t mean that you shouldn’t pay people fairly and well. However, money can be the enemy of enchantment. What is their true motivation? Are your employees working hard because of a paycheck or because they really believe in what your organization produces?
   
   The great people will be capable of finding more meaningful work elsewhere, maybe even at higher pay. If money is your sole source of enchantment, you’re in trouble. You can even think of your regular employees in the same light as your volunteers: they have nonfinancial needs that you must meet, and they can walk out the door at any time. Take care to consider how well they are managed on a consistent basis. Give them clear, helpful feedback. Provide proper recognition for their work and efforts. Make them feel appreciated.
   by Guy Kawasaki
   

Bakatare: Japanese word meaning “stupid” or “foolish”

Keep bakatare in mind whenever you are tempted to think your disenchanted employees will somehow magically enchant your customers. Effective leaders know how important it is to have strong relationships with both customers and employees. They also have a strong vision of life’s possibilities, and how they are going to make the world a better place. Their cause, the vehicle for achieving that purpose, can be a product or service, an idea, or the creation or maintenance of an organization.

In today’s fragmented world it takes deep and strong relationships to make that happen. It means changing how people think, what is in their hearts, and what they do. It means learning how to enchant.

Why Enchant?
Why would you want to enchant someone? Not to make money from them, or to merely get them to do what you want. It means you want to create and sustain a sense of delight within them. You’ll need to enchant in lots of different situations. If you want to reach an idealistic goal, something that might be difficult to measure, people will ultimately need to share your dream. Your vision of how the world can be changed for the better may not be instantly apparent to others. If you have to make a difficult, significant decision that may cause considerable friction, there is a built-in need for enchantment.

You’ve got to enchant people if you want them to overcome deep and entrenched habits. While many habits are good and help us navigate the world more easily, others get in the way of positive change, especially of the change-the-world variety. People really need to be delighted by you and what you are doing to stick with you and your organization when results seem a long way off, or you are getting delayed feedback—or no feedback at all.

Aiming your enchantment efforts at your employees is a great way to navigate your journey toward your goals, especially the lofty, seemingly out-of-reach ones. These are the people you work with every day, who hold the power in their hearts and hands to implement what you want to do. They are the first line to your customers and clients. They represent you and your organization to the world as much as you do, or even more.

Enchantment defines a relationship with employees that is deep, delightful, and long-lasting. If you can enchant your employees, they will work harder, longer, and smarter for you—and, ideally, you for them too. It’s important to also enchant your customers or clients. But it is foolish to think that a disenchanted, unengaged employee is going to have the desire to do the enchanting. The proper application of enchantment turns a boss into a leader who motivates on a high level.  Guy Kawa

More Leadership Articles
Creating a Workforce That Willingly, Wholeheartedly and Happily Chooses Effectiveness (Part 1)
Creating a Workforce: Understanding the World’s Only Two Psychologies  (Part 2)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Part 3a)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Practical Thoughts) (Part 3b) 
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part  4a)
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part  4b)
Creating a Workforce: Leadership Management Versus Boss Management  (Part 5 and Series Conclusion)

Greater Macon Chapter

Kevin,

I want to personally thank you for speaking at our first program of 2014. It’s safe to say that the program was a huge hit all thanks to you. I have had countless compliments from agents, lenders, and a closing attorney about how inspiring, motivating, and (perhaps most importantly) fun it was. While I would normally tell someone who attempted to sing Al Green to "keep their day job", I was actually impressed with your rendition!

Please know that on the behalf of the entire governing board of the Greater Macon Women’s Council of Realtors, we are very grateful and happy to provide a positive reference or glaring reviews anytime you’d like. Keep on doing what you do big guy… the professional world is better for it.

Respectfully,

George Emami

President Elect / Co-Chair
Greater Macon WCR

Need A Speaker?

The American Association of Healthcare Administrative Management (AAHAM) is the premier professional organization in healthcare administrative management. Your one-stop resource center for information, education and advocacy in the areas of reimbursement, admitting and registration, data management, medical records, patient relations and so much more.

AAHAM was founded in 1968 as the American Guild of Patient Account Management. Initially formed to serve the interests of hospital patient account managers, AAHAM has evolved into a national membership association that represents a broad-based constituency of healthcare professionals.

Professional development of its members is one of the primary goals of the association. Publications, conferences and seminars, benchmarking, professional certification and networking offer numerous opportunities for increasing the skills and knowledge that are necessary to function effectively in today’s health care environment.

AAHAM actively represents the interests of healthcare administrative management professionals through a comprehensive program of legislative and regulatory monitoring and its participation in industry groups such as ANSI, DISA and NUBC. AAHAM is a major force in shaping the future of health care administrative management.

Leadership Is Influence

Years ago I was headed into a meeting with our CEO after having been tipped off by my direct  "boss" that the meeting was about "yours truly" and the need to increase my sales. There were 5 of us in the meeting including my boss, our software developer and one owner who was on the phone.   The meeting began with updates from everyone with again, "yours truly" going last.  The CEO prefaced my remarks by saying "it seems that the only problem we are having is sales" and then gave me a chance to reply.  The answer that I was to give was clearly in my mind pre-defined and obvious, "Yes, that is correct.  The only problem we are having is I am not selling enough. Yada. Yada. Yada...I'll redouble my efforts." 

Having been blessed with an alert that the meeting was coming I took a little time to prepare and used my PPO approach to such conversations.  That is, I thought through my Purpose, Process and the Outcomes I wanted to create for the meeting.  I committed to myself that I would not leave the meeting without saying 3 things all of which were related to the fact that I had deals signed and in hand that had not been delivered on time. When it  came my time to speak I respectfully pushed back, gave my facts and expressed my unwillingness to sell more when we were unable to deliver what we had "on time".  I thought continuing this process was harmful for both mine  and the company's reputation in the market place.  The CEO confirmed the facts I was communicating were true and it  was clear to me that she was a bit frustrated that the meeting had not gone as she wanted.  I sensed frustration and frustration with me.  The meeting ended with our team being assigned the task to resolve the delivery and sales issues. 

I would want you to know that this chief officer was a real class act and one of the "good guys".  I like her.  Later that same day I received an Instant Message to come down to her office when I got a break.  I did.  She said, "No one talks to me the way you did today...not even the other owners."  "What do you mean?" I queried.  "Well, typically I make my case and people recommit to whatever I have asked them to do and we move on. I was not expecting a reasoned disagreement and reply from you." 

"May I be so bold as to tell you 'why'?" I replied.  "Sure."  "You are not easy to disagree with", I reasoned, "and even when people do disagree they likely do not voice it to you.  Our meeting was intimidating to me and I wanted  to give you the answer you wanted so we could all leave quickly and fairly unscathed. But, we would have been back in 4 weeks having the same conversation again but this time you would have been angrier.  That would have been unfair to everyone in the room." 

Our Team's Response

1. Clear Goals: We focused on the results we were trying to achieve and added  a non-"pie in the sky" timeline for delivery.
2. Frequent Measurement: We answered, "What can we do NOW to get deals delivered the quickest so that they show up in our revenue the earliest?"  We met every Monday and Friday to discuss progress and next steps.
3. Consistent Progress.

I would love to conclude and tell you that this was a great success story.  For me personally, it was.  I risked my job to be honest and forthright about our division's challenges.  I earned self-respect as I spoke bravely to power and even realized that I had an ability to influence and create the outcomes I wanted.  However and ultimately, our progress was still thought to have been "too slow" and people lost their jobs over time including me.  Frankly, I don't know if it was "too slow" or not.  I know it was too slow for those in power. Yet, I see those times as a great learning experience, am proud of the effort that was made and the things that were accomplished.  I am stronger as a result of these interactions and as a great plus, I am still friends with all of those people.

Hey...life is here to teach us.  Enjoy the journey!

Benefits of Gratitude Series
Benefits of Gratitude (1): Savoring Life’s Good Times
Benefits of Gratitude (2): Builds Self-Esteem
Benefits of Gratitude (3): Helps Us Deal With Stress And Trauma
Benefits of Gratitude (4): Encourages Good & Giving Behavior
Benefits of Gratitude (5): Builds and Strengthens Relationships
Benefits of Gratitude (6): Inhibits Keeping Up With The Joneses
Benefits of Gratitude (7): Deters All Negative Emotion
Benefits of Gratitude (8): Keeps You from Taking Good Things For Granted

What do we actually know about effective leadership?  One hundred years of research on the topic has led to some clear answers. First, are leaders born or made?  The answer is both, but more made than born.  Leadership is a complex and sophisticated social role.  Although certain qualities do predispose some people to attain leadership positions and be better at leading, effective leaders actually hone their skills through experience, conscious self-development, education, and training.

Second, does leadership training work?  Relatively recent analyses of over 100 years of leadership training and development efforts suggests that most programs do indeed lead to some positive change.  Is the change dramatic?  Sometimes.  Certain crucible, or trigger, events can lead to substantial improvement in leadership ability.  For the most part, however, leadership development is a long-term and incremental process.  

Third, are there certain elements that all (or most) great leaders share?  We are quite sure that the theory of transformational leadership represents the very best elements of leadership.  Effective leaders tend to be inspirational, visionary, and serve as positive role models for their followers.  But the very best leaders also care sincerely about their followers, their well-being and their personal development.  Great leaders also empower followers and encourage them to be creative and to take initiative.

Fourth, is leadership situation specific? In other words, if you are a successful leader in one area, such as at work, will you also be a successful leader in the community, or in a different company?  Although this question has not been thoroughly researched, it is likely that the same transformational qualities and skills will transfer to other settings.  The limitation, of course, is that knowledge of the particular setting, and understanding of its “culture” is required.  So, a period of adjustment and learning is needed to allow the leader to use transformational abilities in the new environment.

Finally, how early in life does leadership begin to develop?  This is a fascinating question, and one that our current research program is exploring.  There has been little longitudinal research on the early “roots” of leadership, but our initial results suggest that the foundation of leadership begins at a very early age.  Encouragement from parents and teachers likely plays a very important part, as well as early exposure to a variety of social situations, and novel experiences.

What are the implications for personal leadership development?  Leadership is complex, but it can be developed.  We know the building blocks of leadership success, and it is clear that devoting time and energy to your personal development pays off.

by Robert Riggio,Ph. D. and Psychology Today





Emory Healthcare hosted this year's AAHAM Spring Conference held at Emory University's Glenn Auditorium. Kevin McDaniel, Chief Strategist with WindRiver Strategies, closed out the healthcare seminar presenting his very popular keynote address, "You've Been Upgraded". 

Taylor Williams, Director of Patient Financial Services remarked, "Kevin McDaniel's enthusiasm as a presenter and mentality towards life is infectious. It is very evident that he loves what he does and captures the crowd with every point. You leave his presentation with a different perspective on how the art of choice drives your happiness in both your professional and personal lives. I’ve been upgraded!”

The American Association of Healthcare Administrative Management (AAHAM) is the premier professional organization in healthcare administrative management.  AAHAM's mission is to provide education, certification, networking, and advocacy for healthcare revenue cycle professionals.

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