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What is The Question You Want to Answer?

It might sound philosophical at first, but a couple of years ago I found this question crucial while thinking about everything I do in my professional life. Even if I’m not a legitimate coach, questions are a tool that I use to uncover what is really the root of the situation, relation, conflict, assumption or reaction.

I learned that what we see or assume is rarely the truth. And one of the most important thing is to focus our effort and energy on the real thing or issue, not on something that seems to be true.

To be truly focused on what we want to achieve in our professional lives, we need to have a compass that will lead us into the right direction. It’s extremely difficult when we think about the constant change that we experience, unknown tomorrow, transformation of tech, social, politics, generations. Basically every single aspect of our life changes, for some of us less, for some more visible– but it’s present everywhere.

How to be mindful, focused and live a meaningful life? Let’s take a closer look on that today.

What are my 5 key values?

The internal motivation is one of the strongest forces that keep our momentum going. To be somewhere in the optimal spectrum most of the time, we need to have connections between what we believe in or is the most important for us and what we do for living.

Do you know your 5 key values?

If yes, what are they? Why they are important for you? How those values shape your life and decisions that you make every day? How those elements support you in answering the question that can change other peoples’ lives?

If you don’t know them or you just don’t know how to name them, here is a short exercise you can do on your own to map this.

Here is a place where you can find the list of values. You can copy and paste it if it’s better for you to work with a piece of paper and a pen (I strongly recommend it). Choose 10 values that are important for you. If you miss something on the list, you can add it on your own: it supposed to be your list, so don’t worry if the ready to go list isn’t full enough for you.

Then from those 10 you picked, pick 5 that are the most crucial, that without them you cannot live fairly and calmly. Chose those that are the essence of your existence.

Do you have them? Write them down on a post-it or somewhere where you will see them every day. Every time you are not sure about doing something, agreeing on another project or task, you take a look on the list and ask yourself: is it feeding one or more of my values? Action will be easier when you have a compass like that in your hand.

What is the problem I want to solve?

When we think about giving value to other people: our colleagues, clients, employees (when we are managers), friends, family members or members of our society, we sometimes wonder what is the best thing we can do to make a real change. For consultants, trainers, educators or many other occupations that creates something for others to make their lives better, more functional or easier, there is always a space to consider 2 things, while answering that question.

  • How to ease someone’s pain? (erasing the negative side)
  • How to provide somebody a great change? (adding to the positive side)

If it’s the first option, the most important question we should ask ourselves is: what kind of problem this person has, so I can support them in resolving it?

The crucial thing is to find out the real problem. 80% of cases that I deal with on a daily basis show me that almost never what people are telling us is the true issue.

“Alex, we need a communication skills training.”

“Alex, my team is not motivated, what can I do as a manager?”

“Alex, there is a conflict in my team because people don’t communicate, what should I do?”

This is just the top of the iceberg, but those examples are great to show you that most of the time, what we see is not the root cause of the situation. Always go to the roots, ask questions, be curious and don’t agree to go with an easy answer.

It’s applicable as well to the private aspect of our lives. When you have a strong urge to eat or drink something with sugar: what is the real problem of your body? Maybe you are just dehydrated? Tired, because you didn’t sleep well? Hungry, because you skipped a meal or two? Lonely, because you work remotely, you live alone and barely meet people?

Either it is connected to the business, relations you have in your life or yourself as a person, there is always something underneath the surface. Uncover it and then address the real cause: the effect will be 1000% better, every time.

How one more question can help me to be smarter?

Being curious, asking questions, getting to the roots of what really happens is what makes our work exceptional. Nowadays we all want quick results, short fixes, immediate answers with easy-to-implement solutions.

And yes, we can use more simplicity in this crazy world of billions of pieces of information that we get every minute of every day. But simple doesn’t mean easy or fast. Simple can and should mean meaningful, useful for a certain person, context or organization.

Every single question mark on the end of our sentence we ask makes us smarter, because we have another piece of information that brings us closer to answering the real question that a certain person has. It’s not about asking endless list of questions. It’s about asking those that matter, that give us those pieces of the story that we need so we actually know what is the real problem we try to solve or support somebody to solve it on their own.

Why I do what I do?

When I think about why I do what I do for living, I can honestly say that because it is connected to my core values. Lifelong learning is one of them: I learn all the time to pass the knowledge and tools to others, to solve bigger problems, to watch people grow, change, make uncomfortable actions and be better than they were yesterday.

When I think about why I do what I do, I imagine all the positive impact I intent to have on other people. I hear them saying: “thank you, it changed my life” or “it helped me to say ‘no’ to the things I never wanted to do”. And it’s the best thing that I can get so I keep going.

When I think about why I do what I do, I listen to the voices that are saying that they got value from what I gave them, they did reflect on what they were doing on a daily basis and actually changed something. Even when it’s one small thing, it’s a huge step forward to be a better human being.

Being mindful like that, asking questions, solving bigger, real problems can be a beautiful way to live a life where we can actually make an impact on the world we live in.

Isn’t it worth a try?

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Leadership

Mastering Problem Solving: How to Save Time and Adapt

As a leader, you’re no stranger to problem-solving. It’s the bread and butter of leadership, the skill that keeps the wheels turning and the team moving forward. But here’s the thing: not all problems are created equal, and neither are the people solving them. One-size-fits-all solutions? They’re a myth. To truly master problem-solving, you need to understand your team, their preferences, and how to flex your approach. Let’s dive into how tailoring problem-solving strategies can transform your leadership game and strengthen your Communication Intelligence (CQ) muscle.     The PCM Lens: Why Preferences Matter in Problem Solving?   The Process Communication Model (PCM) teaches us that people have different personality base types, and those types influence how they prefer to face challenges. Some thrive in solitude, needing quiet time to think through problems on their own. Others prefer the intimacy of a 1:1 discussion, where they can bounce ideas off one person. 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Leaders with high CQ don’t just focus on what needs to be solved—they think about how to solve it in ways that resonate with their team. This means asking questions like: – Who needs to be involved in this process? – What environment will help us tackle this effectively? Which tools and approaches will be the worst? – How can I adapt my approach to fit the preferences of my team members? What can I do to involve them in the process?   By flexing your CQ muscle, you’re not just solving problems—you’re strengthening relationships, building trust, and create a culture where everyone feels heard.   Tailoring Your Problem-Solving Approach   So how do you put this into practice? Here are some tools and strategies for addressing problems in different setups:   Solo Problem Solving For team members who prefer working alone, give them space and time to process independently. It’s not about them being weirdos, it’s just their preference. 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Leadership

3 Leadership Lessons I Learned from Bad Recruitment Processes

Recruitment is often described as both an art and a science—a delicate balance of intuition, data, and strategy. But sometimes, even with the best intentions, things can go awry. I’ve learned this the hard way. Over the years, my experience in leadership have taught me that recruitment mistakes are not just costly in terms of money but also in terms of time, energy, and efficiency. Today, I want to share with you three of my biggest lessons from bad recruitment decisions that I hope will help you to not repeat those in your leadership practice.   #1 The Rush: When Speed Wins With Strategy   There was a time when I was desperate to fill a position on my team. Aren’t we really in constant situations like that? I remember that we had a critical project coming up, I was drowning under the amount of tasks I had on my list and I convinced myself that having “someone”—anyone—on board quickly was better than waiting for the better fit. I rushed through the process, skipping some of the deeper evaluations and settling for a candidate who seemed “good enough.” The result? It ended up costing me more than I ever anticipated. The person lacked the skills and mindset needed for the role, and within six months, we had to part ways. Not only did this mean starting the recruitment process all over again, but it also disrupted my work, again.     According to research by the Society for Human Resource Management (SHRM), the average cost per hire is around $4,700. However, if you make a bad hire, the costs skyrocket. Studies estimate that replacing an employee can cost anywhere from 8 to 12 months of their salary. For example, if you hire someone with an annual salary of $50,000, replacing them could cost you between $33,000 and $50,000. And that’s just the financial side—what about the lost productivity and influence on yourself? On the team? 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I once hired someone who looked perfect on paper: they had the right skills, experience, and even glowing references. But what I failed to assess was how well we would work together on a personal level. Our communication styles clashed almost immediately. Where I value directness and proactive problem-solving, they preferred a more passive approach and avoided conflict at all costs. Data vs emotions. Logic vs relationship care. Nothing wrong about that, don’t get me wrong! But it comes with a cost, especially when you work in a small setup. This mismatch didn’t just affect our one-on-one interactions; it also impacted the overall efficiency. When there isn’t alignment between a leader and their team members, it creates friction that slows down decision-making and execution. According to Gallup research, disengaged employees can cost organizations up to 18% of their annual salary in lost productivity. Imagine what happens when that disengagement spreads across an entire team! 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Leadership

Mastering Tough Conversations: A Tech Leader’s Guide to 1:1s (That Nobody Really Wants to Lead)

As a tech leader, you’re no stranger to challenges—tight deadlines, complex projects, and ever-evolving technology are part of the job. But one of the most delicate challenges you’ll face doesn’t involve code or systems; it involves people. Leading tough conversations with employees is an essential skill that separates good leaders from great ones. Whether it’s addressing underperformance, delivering hard feedback, or navigating team conflicts, these moments can define your leadership. This guide equips you with actionable tools to lead tough conversations effectively, using a structured approach that combines contracting, Communication Intelligence (CQ), including the Process Communication Model (PCM). Let’s dive in.   When Tough Conversations Are Necessary: Scenarios You’ll Encounter   Before we get into the how, let’s identify the when. Here are common situations where a tough conversation might arise: Underperformance: An employee is consistently missing deadlines or delivering work in a quality we agreed on. Behavioral issues: A team member exhibits disruptive behavior, such as frequent conflicts with peers or unprofessional communication. Career Development: You need to inform an employee that they didn’t receive a promotion or that their role is changing. Restructuring: Delivering news about layoffs or departmental changes. Personal Concerns: Addressing sensitive issues like burnout, mental health, or personal struggles impacting performance.   Each of these scenarios requires a thoughtful approach to ensure the conversation is productive and respectful. And none of those are easy: there’s no one-size-fits-all approach so it might sound like a hell to a tech leader. But we have some algorytms that you can use to run the meeting with success.   The Framework: Contracting, CQ, and PCM   To handle these conversations effectively, use three elements to have a success no matter what kind of situation you are facing. Contracting: Establish clear agreements on three levels—administrative, professional, and psychological. You have more about the contracting itself, the levels and what to do to make sure the contract is fully covered in this article. Communication Intelligence (CQ) muscle: Flex your communication style to meet the employee where they are emotionally and mentally. Managing reactions that are always emotional (you like it or not) is our job as leaders: we need to know what triggers which behavior and what to do to overcome or address it when it appears. Process Communication Model (PCM) Framework: Tailor your approach to the employee’s personality base for maximum impact. Match the language and way of communication they need, not your favorite ones. That’s crucial for the conversation to be successful: you’re leading it for them, not for yourself.   Part 1: Contracting—Setting the Stage for Success   Contracting involves creating clarity and mutual understanding before diving into the conversation. What are the essentials of 3 levels that are inside? – Administrative Contracting: Define the logistics. Where will the meeting take place? How long will it last? What’s the agenda? Example: “Let’s meet in my office at 2 PM for 30 minutes to discuss your recent project performance.” Take care of this during and after as well. “What is the deadline to implement what we’re talking about?” – Professional Contracting: Clarify roles and expectations. Emphasize that this is a professional discussion and its goal is to find solutions, not to blame anybody for anything. Example: “My role is to provide feedback and support you in improving; I would like for your role to share your perspective and be engaged in the next steps we are going to create together during this meeting.” – Psychological Contracting: Set the emotional tone by creating a space for a person. Acknowledge that the conversation might be difficult but make sure you are focused on the positive outcome. Example: “I know this might be uncomfortable, but I want you to know this is coming from a place of support and wanting to help you succeed.”   Part 2: Flex Your CQ Muscle   Communication Intelligence (CQ) is your ability to adapt your communication style based on the situation and the other person’s needs and preferences. In tough conversations, this means balancing focus with accountability. What are the easiest 3 things that you can do as a leader to make sure you’re using your CQ muscle? – Listen Actively: Truly hear what the employee is saying without interrupting or jumping to conclusions. Make notes. Paraphrase, check if you understand as your employee intended you to. Don’t assume, ask. – Acknowledge Emotions: If the employee feels upset, angry or defensive, name the emotion without judgment. Example: “I can see this feedback is frustrating for you.” or “I understand that situation is infuriating.” Don’t underestimate the state, let it be, check what kind of information is hidden below this emotion. Use it in the solution creation phase. – Stay Calm and Focused: Keep your tone steady and avoid escalating tension, even if emotions run high. I know that’s one of the hardest things to do: most of the time we go angry when the other person is angry. We mirror each other, that’s how our brain is wired. But by being conscious of that, we can stop the automatic pattern and break it by being more mindful and goal-oriented. When you observe something like that, say to yourself: “What is the goal of this conversation? What I want to achieve here?” That kind of reminder is going to take you back to the OK-OK state and continue with more clear view of mind.     Part 3: Tailor Your Approach with PCM—Speak Their Language   The Process Communication Model (PCM) identifies six personality types, each with unique communication preferences and stress patterns. Understanding these types allows you to tailor your message effectively. Here’s a quick breakdown: Thinker: Logical, organized, values data and structure. – Approach: Be clear, factual, and provide detailed explanations. – Stress Behavior: May become overly critical or perfectionistic, attack others for lack of thinking or logical approach.   Persister: Principled, dedicated, values integrity and commitment. – Approach: Appeal to their sense of purpose and principles. – Stress Behavior: May become judgmental or

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