The Top Soundview Live Webinars of 2015

In 2015 we have hosted 60 Soundview Live webinars with top business authors and leaders. So I went back to see which were our most popular. You may be surprised by those that made the list – or perhaps not.

Kory Kogon – The Path to Extraordinary Productivity: In this Soundview Live webinar Kory Kogon offers powerful insights drawn from the latest neuroscience and decades of experience and research in the time-management field to help you master your attention and energy management through five fundamental choices that will increase your ability to achieve what matters most to you.

Scott Eblin – Mindfulness Basics to Thrive in a 24/7 World: In this Soundview Live webinar Scott Eblin offers practical insights for the executive, manager or professional who feels like their RPM is maxed out in the red zone. By making the concepts and practices of mindfulness simple, practical and applicable, this event offers actionable hope for today’s overworked and overwhelmed professional.

Daniel Weiser – How to Become an Expert Negotiator: You may be a high-ranking CEO or a first day salesman, a service provider or self-employed. If you face encounters with your partners, clients, suppliers or employees, in which you want them to think differently at the end of the meeting and actually do what you want – this webinar is for YOU. The objective of this Soundview Live webinar with Daniel Weiser is to improve your negotiation skills and to move you one step closer to closing your deal.

Steve Shallenberger – How the BEST Leaders Ignite Energy and Fuel High Performance: In this Soundview Live webinar Steve Shallenberger will help you leverage the 12 principles that propel teams and organizations to the top! These tools and processes drive the kind of innovation that turns good teams and companies into industry leaders – all while living a well-balanced personal life. Steve will provide advice, tools and examples for turning your thoughts into action and bringing out the best in your teams and employees!

Daymond John – The Power of Branding: In this Soundview Live webinar Daymond John tells how four ordinary guys from Queens, New York, rose from street corners to corner offices and became the greatest trendsetters of our generation. He lays it all out on the line- his secrets to success, his triumphs, and his utter failures- to show what it takes to harness and display the power that resides in us all.

Marshall Goldsmith – How to Create Behavior Change that Lasts: In this powerful Soundview Live webinar, bestselling author and world-renowned executive coach Marshall Goldsmith examines the environmental and psychological triggers that can derail us at work and in life. Filled with revealing and illuminating stories from his work with some of the most successful chief executives and power brokers in the business world, Goldsmith offers a personal playbook on how to achieve change in our lives, make it stick, and become the person we want to be.

Ann Herrmann-Nehdi – Unlock the Power of Whole Brain Thinking: Filled with real-world examples and essential charts, exercises, action steps, and strategies, this Soundview Live webinar shows you how to rethink your business, prepare for the future, realign your goals, and reinvigorate your team — by putting your whole brain to work.

Neel Doshi & Lindsay McGregor- How to Build the Highest Performing Cultures: In this Soundview Live webinar Neel Doshi and Lindsay McGregor explain the counter-intuitive science behind great cultures, building on over a century of academic thinking. They share the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time.

Not surprisingly, six of the eight top events are about improving personal skills, rather than focusing on the business. Webinars are the perfect venue for personal development and that may have been their main attraction this year. If you had a favorite Soundview Live webinar this year, let us know by commenting on this blog.

How to Be Comfortable, Confident, and Successful in New Situations

Succeeding as a Newcomer

In an old commercial, a cattle rancher is asked when he last left the “county.” The look on his face reveals that he can’t remember. Cattle ranchers notwithstanding, most of us have lives filled with moves: to new places, new companies and new teams, not to mention new hobbies or new sports. We’re in unfamiliar environments, dealing with unfamiliar people and trying to accomplish unfamiliar tasks.

whattodowhenyourenewIn a new book entitled What to Do When You’re New, author Keith Rollag has written a manual to help us successfully navigate the unsettling experience. At the heart of the book are five actions that, Rollag writes, newcomers must master: introducing yourself, remembering names, asking questions, starting new relationships and performing in new situations. For each of these actions, Rollag explains why, as newcomers, we are reluctant to perform these actions, offers different strategies and techniques to accomplish each action effectively and finishes with ways to practice the techniques.

Is This a Good Time?

For example, Rollag writes, the first important step to integrate successfully into a new situation is to introduce yourself to others.

While this might sound easy, most people, Rollag writes, are reluctant to introduce themselves for a number of reasons, including the fear of interrupting people at the wrong time and place; introducing yourself to people who don’t want to meet you; or making a bad first impression, for example by doing something that annoys the other person. Rollag’s advice: Just do it. The social risk is in most cases much less than you think. To help readers take the first step, he lists the key parts of the opening conversation: Lead with a greeting, state your name, establish the introduction as an introduction (“I would like to introduce myself ”), state who you are and why you want to introduce yourself (including the fact that you are new), quickly ask for permission to continue (“Is this a good time?”) and be brief. If you are humble, respectful and show an interest in the person to whom you are introducing yourself, you will make a good first impression, Rollag writes.

Rollag offers equally practical advice for remembering names, asking questions, starting new relationships and performing in new situations. After explaining why the names of new people escape our long-term memory, for example, Rollag gives a number of techniques to remember names, including mentally attaching silly visuals to the face based on the name (Phillip Harper is imagined trying to play a musical harp with his lips).

Perhaps the most challenging action to take as a new- comer is to perform in front of others. Whether you have just been hired by a new company or are taking dance lessons for the first time, you are expected to perform in front of a group of critical quasi-strangers. Rollag presents some helpful psychological insight related to talent and performance. Many people believe that they have a pool of defined talent. Thus, when they perform for the first time in front of others, Rollag explains, they see the initial performance as a “big reveal” — in other words, “I have to be good because this is the best that I can do and will ever do.” In truth, Rollag writes, newcomers should reject the mindset of “being good” and adopt instead the mindset of “getting better.” This mindset lowers the expectation of the performance. You focus on the fact that you are new at this (or new here) and you will get better. Importantly, you realize that this is what others are thinking. Suddenly, the enormous pressure of trying to be a star from the first day disappears.

Over the past 20 years, Rollag has interviewed a wide variety of newcomers in a wide variety of situations both in the workplace and outside of the workplace. What to Do When You’re New is built on real-world experiences and research and offers readers a practical guide to succeeding as a newcomer.

How Introverts and Extroverts Achieve Extraordinary Results Together

Mick Jagger and Keith Richards created the music of the Rolling Stones. Steve Jobs and Steve Wozniack built Apple. Alan Jay Lerner and Frederick Loewe brought us iconic musicals, including Camelot and My Fair Lady. Gene Siskel and Roger Ebert were America’s most popular movie critics. All of these famously productive partnerships had one thing in common: They brought together an introvert and an extrovert.

The common wisdom is that introverts and extroverts do not work well together. The common wisdom, as author Jennifer Kahnweiler makes clear in her new book, The Genius of Opposites, is absolutely correct in the sense that the collaboration is often going to be contentious and difficult, filled with battles and miscommunications and sometimes deliberate sabotage. Somehow, however, the introvert/extrovert partnerships such as those cited above, as well as the many unknown partnerships that fill Kahnweiler’s book, produced extraordinary results. The key to such success, according to Kahnweiler, is the five-step process at the heart of her book.

The ABCDEs of Collaboration

The first step, Kahnweiler argues, is to accept the alien. If introverted and extroverted people want to partner, they have to realize that they will never change the personality of the other person. Instead, each partner has to make a conscious effort to understand the other.

The second step is to bring on the battle. Kahnweiler explains that battles don’t have to be avoided (unless, of course, they destroy the partnership). Instead, they can be the means through which each partner is challenged by the other, resulting in solutions that are better than those that might have been developed individually.

The third of Kahnweiler’s steps is to cast the character. Because there are two very different personalities in the partnership, partners should take on the roles that best fit their unique personalities.

Kahnweiler’s fourth step is to destroy the dislike. It’s easy for two people with such clashing personalities to develop deep animosity toward each other. They must work, instead, on learning to respect and like each other as much as possible.

The fifth and final step is that each can’t offer everything. Introvert/extrovert consulting partnerships are often powerful because neither partner could offer clients all they want — but the two partners working together are able to present a much more diverse but complementary product or service.

For each step of her ABCDE methodology, Kahnweiler covers why that particular step is important, the pitfalls that can break down the step and the solutions that ensure success. Bring on the battles, for example, is important because the energy and creativity that emerge from constructive conflicts are best for the organization and lead to better solutions. Also, Kahnweiler writes, a major conflict can actually be a turning point in the relationship, paving the way to a productive collaboration.

Kahnweiler warns, however, that battles can also deal fatal blows to introvert/extrovert collaboration, for example, if one partner considers him- or herself more important. Hiding your concerns is another way that battles can be fatal, according to Kahnweiler. If partners don’t bring out the “elephant in the room,” the result — passive-aggressive behavior from the extrovert and internalized resentment from the introvert — can eventually destroy the partnership.

Battles can be productive, however, with a little work from each partner. Clear communication, bringing in a third party to break through an impasse and taking time-outs will help conflicts from degenerating.

Kahnweiler doesn’t gloss over the difficulties in making extrovert/introvert partnerships work. The Genius of Opposites is filled with stories of conflicts, most resolved through an effort at communication and a foundation of respect. Not all stories have a happy ending. Kahnweiler reports that in his memoir, Lerner believes he and his partner Loewe could have written more wonderful musicals if they could have gotten along. “In the end we were a little like the couple being discussed in one of Noel Coward’s plays. ‘Do they fight?,’ says one. ‘Oh, no, said the other. They’re much too unhappy to fight.”

The Genius of Opposites is an important manual for partners with clashing personalities who never want to become too unhappy to fight.

Do You Know How to Manage Your Boss?

Our guest blogger is Mary Schaefer, co-author of Character Based Leader.

Your relationship with your boss can be one of the most complicated relationships you have. It doesn’t have to be.

Whether you think you have a boss you can work with – or not – take charge making it work. After all, your boss’s opinion matters. His or her opinion has a significant impact on your earnings, your enjoyment of your work, and your future employment.

Look at the list below. Being clear on these points can be the difference between smooth sailing, or navigating rough seas with your boss.

  • Getting agreement on your work objectives and how they will be measured.
  • Knowing your boss’s hot buttons, e.g. what she always looks for, what he never asks about.
  • Addressing any proposal/concern you have in terms that influences your boss to buy-in.  In other words, make it clear what is in it for them and the organization.

So, you get your boss’s opinion. You may not agree with it. But that’s all good. You have more information now. You may conclude you need a different assignment or even a different employer. Knowledge is power. Being informed supports good decision-making.

Don’t take anything for granted.

You may find that you and your boss have experienced disconnects in the past. Looking at the list above, any one of those points could be at play, but are not being spoken or clarified. But now, using the right tools, you can get a common understanding of your job.

Depending on the kind of relationship you have with your boss, you can use the list above in any number of ways, like:

  • You can initiate a meeting. Take this list and say, “I realize these are things that I’ve taken for granted. I want to understand how you see them.”
  • You can bring up one point in particular. Your boss might keep focusing on one issue that you think you are addressing. Now that you look at this list, you might think, “You know, I bet that’s about interdependence. I ought to ask her perspective on that.”
  • You can keep these in your back pocket to bring up at an opportune moment or when you begin to observe that something is off.

Be the leader of your own career.

You own your career; no one will ever care about it as much as you do. We talk about managers and organizations creating environments of empowerment, but you have the ability to empower yourself. When I say this what I mean is for you to:

“Claim and embody your own authority, i.e. own your dreams, decisions, actions and impact.”

With the simple points in the list in this post, you can get clear now rather than pay a price later because you didn’t. Learn to show the value of your ideas and performance. Earn trust and credibility and set the stage for more opportunities.

You have a right to expect a lot from your boss, and you are not always going to get what you need. You are responsible for making the relationship work for you. You can do it.

To learn more about how to manage your boss, join our webinar with Mary Schaefer: How to Make Your Relationship With Your Boss Work For You.

Ten Essential Tools for Business Forged in the Trenches of Hollywood

Our guest blogger is Jeff Cohen, author of The Dealmaker’s Ten Commandments.

The Dealmaker’s Ten Commandments provides a practical, no-nonsense methodology for negotiating deals, managing your time and handling crisis, all at the highest level.

In a storied instance of professional redemption, I created The Dealmaker’s Ten Commandments to overcome resistance and achieve my goals without losing my soul along the way. Although developed in Hollywood, the real world tactics, strategies and guiding principles are vital for any business environment.

Success is life on your own terms. The Dealmaker’s Ten Commandments empowers you to successfully navigate and negotiate the terms of your life.


“Love is preserved by the link of obligation which…is broken at every opportunity for advantage; but fear preserves you by a dread of punishment which never fails.” – Niccolo Machiavelli

Being feared is more useful and reliable than being loved.


“All things are subject to interpretation. Whichever interpretation prevails at a given time is a function of power and not truth.” – Friedrich Nietzsche

Power not reason drives the outcome of a transaction.


“Men are moved by two levers only: fear and self-interest.” – Napoleon Bonaparte  

Parties are motivated by and can be predicted to behave in accordance with their perceived best self-interest.


“Things are entirely what they appear to be – and behind them…there is nothing.” – Jean-Paul Sartre

All manner of irrational and emotional impulses must be shaved away to objectively analyze the battlefield.


“Never wrestle with pigs. You both get dirty and the pig likes it.” – George Bernard Shaw

Combat is honor. Choose your enemies and battles wisely.  If combat is thrust upon you, choose to define your enemy and the conditions for victory.


“The man who can’t dance thinks the band is no good.” – Polish Proverb

Dealmaking is a dance whose basic steps are: offer, counter, close.  Conduct the tempo and tune to your advantage.


“Time is at once the most valuable and the most perishable of all our possessions.” – John Randolph

Time is the Dealmaker’s commodity. Set goals and create a time management system to maximize the impact of your labor and resources.


“Everyone has a plan until they get punched in the face.” – Mike Tyson

Train yourself to calmly and effectively handle emergencies.  Then, fix the problem, analyze the error and improve the algorithm.


“A.B.C. A-Always, B-Be, C-Closing. Always be closing. Always be closing.” – Blake/Glengarry Glen Ross

Dealmakers make deals.  Know your role, get paid and remember your ABCs.  Always be closing.


“Whoever fights monsters should beware that he, himself, does not become a monster.” – Friedrich Nietzsche

Don’t allow fighting monsters to make you a monster. Heed Nietzsche’s warning by internalizing the virtue of forbearance and finding shelter from the storm.

To hear more about Cohen’s controversial commandments, join us for our Soundview Live webinar: The Essential Tools for Business Negotiation.

The Subtle Science of Getting Your Way


How do you get people to see things your way? Whether you’re trying to secure a promotion, make a sale or rally support for a new idea, the ability to persuade those around you is absolutely essential to success.

Merging research and real-world application, Persuasion Equation is an insightful guide that reveals what really drives decisions, and introduces readers to the persuasion  equation –– a powerful combination of factors proven to speed agreement.

Readers will discover the surprising reasons that people say “yes” and learn how to radiate an aura of expertise; win trust and leverage credibility; build a business case that appeals to both heart and mind; adapt for personality differences; understand technology challenges and persuasion tactics; use language strategically; perfect the five-step persuasion process; generate group buy-in; and be sensitive to the crucial psychology of self-persuasion.

From crafting compelling emails, to convincing a colleague, to nailing the big presentation, Persuasion Equation is your personal recipe for success.


• The three persuasion precepts and how to set your persuasion priorities.

• Key heuristics and biases that influence your decision making.

• To build a convincing business case via quantitative and qualitative reasoning.

• To build credibility and use verbal and nonverbal “power language.”

• Why positive self-talk is key to your persuasive efforts.

Not a Soundview Executive Book Summaries subscriber? Then click on the title to purchase and download it right now to begin learning these critical business skills.

Escaping the Pressures and Stressors of Leadership

Our guest blogger today is Mike Figliuolo, the co-author of Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results.  He’s also the managing director of the leadership development training firm, thoughtLEADERS, LLC (

The pressure on leaders is increasing every day. Calls for “doing more with less” echo through the halls as ever-escalating expectations create a great deal of stress for leaders. The investment of a leader’s time, energy, and attention (“leadership capital”) is a critical choice leaders make every day.

The options for delivering on these heightened expectations are limited. Sure, leaders can step on the proverbial gas pedal and work harder and longer to create more “leadership capital,” but time is a non-renewable resource—play that game too long and the stress will add up. The cumulative effects of these stressors can be devastating.

When leaders overwork themselves, their teams tend to do the same. People stay at the office until the boss leaves; their stress levels are correlated with those of their boss. Eventually, team members get burned out and some look for new jobs that will be less stressful.

When they quit, they leave their leader shorthanded with an open role to fill. That vacancy increases the leader’s stress and puts an additional burden on the other team members to pick up the slack. This negative performance spiral then picks up speed with no sign of slowing down.

You may have gotten stressed out just by reading this hypothetical situation—that’s because it’s all too real. This brute force approach to increasing leadership capital isn’t sustainable.

If you want to avoid the problems that come from overworking yourself and your team, the only viable option is being more efficient with how you spend your time and energy. How can you be smarter about how you’re investing your energy to get the best results you can at work while still having a life outside of it? Do a better job understanding where you’re investing your leadership capital by assessing which of your team members are consuming the most of it, then change your approach to leading them.

If you’re investing too much time and energy and not getting results in terms of performance, either change the way you’re leading them or figure out how to be more efficient with your time. Another alternative is to build their skill such that then don’t demand so much attention from you.  This isn’t about categorizing people in boxes – it’s about understanding your behavior relative to theirs.  If you get either one of those to change, you should be able to improve results and expend less energy in the process of doing so.

To learn more from Mike Figliuolo on handling the challenges of leadership, join us for our Soundview Live webinar: How Smart Leaders Guide Their Teams to Exceptional Results.

Listen to Yourself

Our guest blogger today is William Ury, cofounder of Harvard’s Program on Negotiation, and one of the world’s best-known and most influential experts on negotiation. Ury is the author of Getting to Yes with Yourself (and other worthy opponents) and coauthor of Getting to Yes, the bestselling negotiation book in the world.

Psychologists have estimated that we have anywhere between 12,000 and 60,000 thoughts a day. The majority of those—as high as 80 percent—are thought to be negative: obsessing about mistakes, battling guilt, or thinking about inadequacies. For some, the harsh critical voice of our inner judge is stronger, for others weaker, but perhaps no one escapes it. “You said the wrong thing!” “How could you have been so blind?” “You did a terrible job!”  Each negative thought is a no to yourself.  There is a saying that goes, “if you talked to your friends the way you talk to yourself, you wouldn’t have any.”

Self-judgment may be the greatest barrier to self-understanding.

If we want to understand another human being, there is no better way than to listen to them with empathy like a close friend would.  If you wish to understand yourself, the same rule applies: listen with empathy. Instead of talking negatively to yourself, try to listen to yourself with respect and positive attention.  Instead of judging yourself, accept yourself just as you are.

Empathy is often confused with sympathy, but it is different.  Sympathy means ‘to feel with.’ It means to feel sorry for a person’s predicament, but without necessarily understanding it.  Empathy, in contrast, means ‘to feel into.’ It means to understand what it is like to be in that situation.

Listening to yourself with empathy goes one level deeper than observing.

To observe is to see from the outside whereas to listen is to feel from the inside.  Observing offers you a detached view whereas listening gives you an intimate understanding.  Observation gives us the understanding of a scientist studying what a beetle looks like under a microscope whereas listening gives you the understanding of what it feels like to be a beetle. You can benefit from both modalities together. Anthropologists have found that the best way to understand a foreign culture is to participate in it actively and at the same time to maintain an outside observer’s perspective. I find this method, called participant-observation, is equally useful when it comes to understanding ourselves.

As I listen to myself, I notice that the majority of my problematic emotions are the same everyday. For example, one anxiety that pops up regularly concerns the daily to-do list that only seems to expand: will I be able to get through it?  To understand and reduce the intensity of these recurring feelings, I have come up with a daily exercise: in the morning, I imagine sitting at a kitchen table.  As each familiar thought or emotion such as anxiety or fear, shame or pride shows up, I offer it an imaginary seat.  I have learned to welcome all customers, no one excluded. I seek to treat them as the old friends or acquaintances that they are. As the kitchen table fills up, I listen to the free-flowing conversation of feelings and thoughts.

Listening to yourself helps you not only to understand yourself, but to accept yourself just as you are.

If self-judgment is a no to self, self-acceptance is a yes to self, perhaps the greatest gift we can give ourselves. Some might worry that accepting themselves as they are will diminish the motivation to make positive changes, but I have found that the exact opposite is usually true.  Acceptance can create the sense of safety within which we can more easily face a problem and work on it.  As Carl Rogers, one of the founders of humanistic psychology, once noted: “The curious paradox is that if I accept myself just as I am, then I can change.”

Join us September 10th to hear more from William Ury at our Soundview Live webinar: Six Steps to Getting What You Really Want in Life.

Successful Negotiation Starts with You

Thirty-five years ago, William Ury co-authored the book Getting to Yes with Roger Fisher. It became the classic title on negotiation, introducing the Win-Win concept to business people. Since that time Ury has published other titles on various aspects of negotiation, including Getting Past No and The Power of a Positive No.

But he realized that something was missing – namely the first step in negotiation – Getting to Yes with Yourself. This book is about changing the inner game so you can then change the outer game. Ury developed six steps to help people deal with their inner self so that they can be more successful with others.

  1. Put yourself in your shoes.
  2. Develop your inner BATNA.
  3. Reframe your picture.
  4. Stay in the zone.
  5. Respect them even if…
  6. Give and Receive.

Because we want all of our subscribers to have the chance to learn this important negotiation skill, we’ve invited William Ury to join us on September 10th for a live webinar entitled Six Steps to Getting What You Really Want in Life. Please join us for lunch, and invite your colleagues as well.

The Purpose of Mentoring Has Changed

Modern Mentoring

Unfortunately, according to Randy Emelo, most mentoring relationships today are obsolete. Traditional mentoring, he writes in his book Modern Mentoring, does not truly meet the needs of the modern organization.

The reason, as he explains, is that “the purpose of mentoring has moved away from getting a handful of people ready for leadership roles.” Instead, mentoring according to Emelo, is an organizational practice that should increase an organization’s intelligence, including emotional, leadership and technical intelligence; enhance the organization’s competitiveness; and “accelerate” employee development.

In other words, the traditional approach to mentoring, focusing on a few select individuals, should be replaced by an approach that is much broader and inclusive, he writes. Instead of mentors only consisting of top leaders, and mentees consisting of high-potential employees, mentors and mentees can be anyone in the organization, at any level.

The connections of modern mentoring are no longer one-to-one, Emelo writes, but many-to-many.

Building Blocks

In the opening chapter of his book, Emelo lays down the building blocks of modern mentoring:

Open and Egalitarian. The goal of mentoring is to enable “uninhibited and meaningful learning,” Emelo writes. For such learning to take place requires, he writes, “an open environment where people have equal access to one another.”

Diversity. The diversity in question involves different perspectives coming from different functional, geographical, hierarchical or generational backgrounds and experiences. These different perspectives are valuable in helping mentors develop innovative solutions for the people they are mentoring.

Broad and Flexible. One person does not have all the answers. Such a mindset, Emelo writes, “is outdated and inefficient.” The ideal mentoring relationships are those that involve multiple people who are simultaneously advisors and learners. The relationship is flexible, depending on the situation at hand. A person can be an advisor in one situation, and a learner in another. As Emelo writes, “modern mentoring breaks the cycle of the sage on the stage and pushes the idea of the guides on the side.”

Self-directed and Personal. In today’s world, people must take the responsibility to direct their own personal development. They have to choose what they want to learn and from whom they want to learn it. “By allowing participants to control the process,” Emelo explains, “they can tailor their learning so that they reap the benefits.”

Virtual and Asynchronous. In traditional face-to-face, one-on-one mentoring, advisors and learners made arrangements to meet. Such arrangements are no longer necessary, given today’s technology, nor even logistically effective given the broad “many-to-many” reach of modern mentoring. Thus mentoring sessions, writes Emelo, are more likely to be virtual as well as asynchronous — that is, the teaching and learning do not have to occur in the same window of time. Mentors can share their knowledge and experience through virtual communication, which is then captured at the learner’s convenience.

Modern mentoring as described by Emelo is a significant change from traditional mentoring, and therefore often requires a significant and perhaps difficult culture change in an organization. Leaders used to the traditional methods will need to be “reeducated,” Emelo writes.

Another challenge is the vital role of trust. Today’s virtual capabilities allow long-distance mentoring but hinder trust-building. Emelo includes guidelines for trust building and many other facets of modern mentoring in this eloquent and compelling addition to the personal development literature.