In addition to coaching and speaking, members of the Pittsburgh Coaches Association conduct workshops and seminars and for several years have also conducted teleclasses on a regular basis. These teleclasses are now held monthly, and are an opportunity for Pittsburgh coaches to share some of their coaching knowledge and experience with participants, as well as their passion for helping others to move forward and reach new levels.

Teleclass topics range from sales and marketing to creating space, leadership, and finding your dreams, and can help people to make important changes and take steps to reach their potential.

By Barbara Schwarck
President, Clear Intentions, Inc.

If you are an adult, you likely realize there are always "two sides to every coin", and know something of the polarity concept that is so well expressed in the ying and yang symbols. In most if not all cases, they are likely to be even more than two sides (consider the edges, for example). Think of these "sides" as the perspectives, opinions and attitudes we use to color our world in a very personal and unique way.

Inspired after attending several seminars over the past three months, I would like to share some powerful steps to turn your breakdowns in communication into breakthroughs. If you are willing to use them, these steps will work regardless of your circumstances and situation. As you move through the process, it may help to think of this as a way to use everything - even events we regard as "negative" - in order to learn, uplift ourselves and others, and grow. You can apply this at work, at home or with your friends.

Before beginning, recall a recent upset. For example, perhaps you have been arguing with a colleague at work, or your mother is mad at you for forgetting to call her. Perhaps you feel frustrated because your team at work is marching into another direction, and you feel apprehensive about how to communicate with them. You may choose to practice moving through the steps with a smaller upset before then moving into a more significant or emotional one. Or, you may want to go for the gusto and select a pervasive and long-lasting upset.

STEP 1 - Declare that there is a breakdown. This seems simple, but most of us would rather avoid this step than to admit things aren't working. We live in a "fix it" world and breakdowns are often viewed as failures. No one wants to think of themselves as a failure. So, instead of admitting to an issue that may lead to new action and improvement; we often end up putting up with the same old situation so we don't blow our cover. The quicker you declare a breakdown, the quicker you can have a breakthrough.

STEP 2 - Gain clarity on the situation. With as much neutrality as possible, honestly assess the situation. Simply look on as many levels as you can: physical, emotional, mental and even spiritual. What's going on? What are you feeling? Are you hurt? Are you disappointed? What is missing? Check in, take an inventory, and do nothing more right now. Your aim is merely to observe what is going on with you.

STEP 3 - Take responsibility for your part. What got triggered? Did you initiate your own upset? Have you kept it going? Are you unable to stop? Human beings are the most powerful creators on the planet, yet we are often not conscious of our intention to create breakdowns. In this game, the ticket to a breakthrough is to be 100% responsible (but not guilty) for our experience, even when we don't understand how or why we are finding ourselves in a breakdown. When we take responsibility for our part, other players often seem to miraculously begin to own up to their part as well.

STEP 4 - Assess your original vision, mission, goals and/or objectives. Where were you headed in the first place? What do you want to accomplish? What experience are you looking for? With respect to your issue/situation, revisit your original vision, mission or goal. If you see there has been something missing -add it now. If you don't currently have a vision, mission, or goal, create one now.

STEP 5 - Recommit to your vision, mission, goals and/or objectives. This fifth step is easier said than done, but extremely important. It provides you with a road map for moving forward into new and uncharted waters. Take whatever information you got from step 4 and commit to it. If it involves other people, be sure they are in agreement also. If not, renegotiate to come up with a commitment that works for everyone involved.

STEP 6 - Forgive, forget and let go. Last but not least, check to see if there are any judgments you've put on yourself or someone else. If there are, forgive yourself and others and let it go. When we try to move forward without letting go of the past, it has a way of sneaking its way back into our present (and future!) lives. This time, try forgiveness and letting go. This gives you the opportunity to complete your breakdown, and marks the beginning of your breakthrough. To forgive, simply say these words either silently or out loud: "I forgive myself for judging myself (or another) for (fill in the blank)...."

Go ahead and see what happens!

Barbara Schwarck, PCC, CPCC, MPIA, is the co-author of From Intuition to Entrepreneurship: A Woman's Guide to Following Her Dream. She is also the president of Clear Intentions, Inc., an international people development company. To create immediate and lasting success in all areas of life, she uses a technology called coaching plus NETŪ, which aligns your body and mind with your goals. For more info on both, go to www.clearintentions.net.

By Bonnie Budzowski
President, inCredible Messages, LP

Have you ever had the task of engaging people with differing needs in the same message? Do you wonder how to address executives and technical specialists with the same message? Here's a strategy you can count on.

At first, provide the material as an overview. In presentations, use a short description, perhaps illustrated by an uncluttered slide. In documents, discipline yourself to provide an executive summary (even if there are no executives involved). Make this overview both concise and complete, so that if a person receives only this piece, it will provide the essential information or argument.

Follow the overview with a deeper layer. Use the skeleton of the overview, but add supporting explanations, examples, flow charts, or statistics, as needed. In a document, this layer follows the executive summary. In a presentation, this layer is the heart of your message.

When finished with the second layer, summarize the skeleton of the overview. Reiterate the importance of the information or the action you request.

As take-away material, provide a detailed handout, an appendix, or a link to in-depth content a skeptic or a technical specialist will require.

This strategy allows the listener or reader to grasp key concepts quickly and to process supporting material with the bigger picture in mind. It allows the receiver to make an initial judgment about the priority or feasibility of your information. It provides the detail needed, but allows the receiver to access that material on his or her own terms.

Use this strategy to shape your next message. You'll engage the executives, technical specialists, and the folks in between.

(c) 2009 by Bonnie Budzowski, InCredible Messages, LP

The author invites you to download a free "before and after" of a persuasive business document at www.inCredibleMessages.com. You'll find lots of free articles on powerful presentations as well.

Speaker, trainer and coach, Bonnie Budzowski works with people who want to master the keys to driving their points home--so they can increase sales, gain commitment from others and boost their career success. She author of Secrets to Get Busy People to Respond to Your Messages and Clickety Clack: 86 Ways to Keep Your Speech on Track. Contact her at http://www.inCredibleMessages.com

Duquesne University's School of Leadership and Professional Advancement is now accepting applications for the next session of the Professional Coach Certification Program (PCCP) which begins on October 23. The program is designed for those seeking to become professional coaches within their organizations or as a private practice, as well as those who currently serve as coaches and seek certification or recertification. The program is also designed to benefit human resource and organizational development professionals seeking an enhanced skill set in coaching as a leadership development tool.

Offered through a combination of six to seven weekend sessions on campus, teleconference, and online coursework, the program is the only one in Pennsylvania affiliated with the International Coach Federation (ICF). Students have the opportunity to earn ACC or PCC certification (Associate Certified Coach and Professional Certified Coach) as defined by the ICF. ICF certification is becoming increasingly important as more organizations recognize it as the standard of quality.

Faculty include program director Donna Billings, CPPC, PCC, and past PCA president; Susan English, Ed.D, PCC, incoming PCA president; Andrea Sigetich, CPPC, MCC; and Eric Swift, MBA. Donna Billings was awarded the PCA Member of the Year Award for her role in developing the Duquesne coaching program along with her many other contributions to the PCA organization.

Do you know someone who may be interested in the program? Information sessions are scheduled: Saturday, September 12 from 10 to 11:30 am or Saturday, October 3 from 10 to 11:30 am. For additional details, information session registration and application, please call 412.396.5600 or visit www.duq.edu/coaching. Interested individuals are encouraged to apply early as space is limited.

We invite experienced coaches, as well as those new to the profession, to join the Pittsburgh Coaches Association (PCA). This is an exciting time to be a member! We are a 501(c)6 professional organization, and an International Coach Federation (ICF) chapter.

Additional benefits for member coaches include networking opportunities with other professional coaches, a profile on PCA's 'Find a Coach' website directory, discounts for monthly luncheon meetings featuring interesting and relevant speakers, a forum to offer teleclasses on coaching-related topics of your choice, and special events to raise the profile of coaching within the community. There are many more benefits; please don't hesitate to become a part of one of Pittsburgh's best professional associations.

You can now register to become a member online at www.pittsburghcoaches.org. Join today. Membership now being prorated - you can join PCA for only $65 for the rest of the year.

We would love to hear from you! Just hit Reply to this newsletter with your ideas and feedback. Suggestions are very welcome, don't hesitate.

Not a Coach? Now you can join PCA as an Associate! We invite all professionals in the Pittsburgh area to join us. Are you interested in meeting coaches, supporting coaches but are not a coach? Join us now as an Associate Member of the Pittsburgh Coaches Association. Membership is prorated at 50% for the balance of the calendar year.

Transform generational differences into opportunities and reap the reward of working with people of all ages.

By Donna Billings

Generational disconnect is a hot topic. Why? One reason centers on older employees who defer retirement and are working alongside Baby Boomers and new, younger people who are just getting started in their careers. The result is an amalgam of four distinct generations blending into the workforce.

Below is an overview of the characteristics that distinguish the generations. Please keep in mind the years I've cited may vary depending on demographics.

Traditionalists/Veterans. This group, of which I am a member, was born between 1925 and 1945 and has been coined the "Greatest Generation." Survivors of the Great Depression and World War II, traditionalists value logic and discipline as well as jobs that offer a stable environment. Respectful of authority, Traditionalists are characterized by conformity, place a high priority on work and seek to build career legacies. They "don't like to rush things" and may even be unsure about and resistant to the most up-to-date technology. (For example, one of my Nexter son's friends called me with a technology question because he perceives me as technologically enlightened despite my age. I was thrilled - but I couldn't answer his question.)

Baby Boomers. Born between 1946 and 1964, the 80 million Boomers are often characterized as the group whose members "live to work." They value participation and equity and look for jobs that provide personal challenges. As a group, they're non-authoritarian, optimistic and willing to learn. Competitive, their work priorities focus on being a star performer and building a stellar career.

Generation X. Gen X, also known as "latch-key kids" were born between 1965 and 1980. They watched their baby boomer parents dedicate themselves to work only to be rewarded with layoffs during the 80s recession. As a result, this group is characterized by its "work to live" ethic, which places a high priority on achieving a work/life balance. Highly motivated, Gen Xers prefer work environments where they may provide feedback and where they will not be supervised too closely. They look for a workplace that's fun and flexible, are technologically savvy and make it their goal to have a portable career.

Generation Y/Millenials (a.k.a. "Nexters"). Just entering the workforce, Nexters were reared by young Boomers and older Xers. As a group, they've been coined "upcoming optimists." (Not a bad moniker!) Nexters value diversity and morals and look for careers that provide structure. Respectful of traditionalists, Nexters share a can-do attitude and make money a career priority. From a training standpoint, they do well in mentoring programs. Technologically superior to any other generation, Nexters build parallel careers.

These brief descriptions are not meant to confine people to a box based on their birth year. Rather, they serve as a frame of reference that will help us understand and embrace generational diversity - a move that can have a significant impact on you as a person, on your career and on a company's financial success.

Let's look at a case study:

With no plans to retire anytime soon, sixty-one year old Margaret Williams is a strong-willed, recently promoted Traditionalist vice president who loves her job. In fact, she's planned for the vice presidency her entire career. Among other responsibilities, Margaret manages a small group of Gen Xers and Nexters in her company's Marketing department. In the past, the group has created communication pieces that not only win design awards, but also pull an excellent response rate for the company's sales representatives.

Since Margaret has assumed her new role, she's learned that over three quarters of the department freelance outside the company. From Margaret's viewpoint freelancing is disrespectful of the company. Freelancing, even done on employees' own time, conflicts with putting the company first. Margaret is also bothered by the way the Marketing department operates. Many times, she's visited the department spur-of-the-moment, only to find people standing and talking with one another about non-work-related topics or wearing headphones and listening to music. Again, she finds this is disrespectful of the company and her leadership role.

Instead of "laying down the law" in the next staff meeting, Margaret has spent time studying the characteristics of Generation X and Nexters. She's learned they're highly motivated, which she's experienced first hand by participating in the group's brainstorming sessions and formal presentations. According to her research, Margaret knows the group may dislike close supervision. She also understand the motivation behind building portable, parallel careers and seeking to create a workplace that's fun and flexible with plenty of auditory and visual stimulation.

Margaret concludes the group is not disrespectful of her position or the company as evidenced by their creativity and energy in designing communication pieces that get results. The group simply has a different way of reaching the same corporate goal.

As a reward, Margaret will approve the reconfiguration of a "common area" in the Marketing department that includes a sofa, lounge chairs and coffee "bar" with a small refrigerator. More importantly, she will make it a priority to offer regular feedback on the group's projects and make time to stop casually into the department more often to solicit and listen to their feedback.

Margaret has discovered something very important: if you're looking to establish better relationships with younger or older co-workers or better manage a multi-generational group, the goal is to understand what motivates others as well as yourself. What do they value? What do they want out of life? What do they want out of a job or career? How do they like to give and receive feedback? How do they perceive an established business culture? What's their ideal work schedule and environment? Just as important, how do you answer the same questions?

When you have a deep understanding of your own values and motivation, it's easier to begin to move toward understanding other people. If you can pinpoint their motivations and values, you'll have an easier time working with them. Instead of seeing conflict, you'll see different work styles shaped by different values. The result is a sense of personal satisfaction, a more enjoyable and productive work environment for everyone and, ultimately, better relationships with each other.

Ready to enjoy working with multiple generations? As a coach, I can help.

Let me help you explore what the work place will be like over the next 10 years as the nation faces a labor shortage and "Traditionalists" stay at work on flexible schedules, "Baby Boomers" revamp and rejuvenate and "Gen Xers" and "Nexters" redefine work values and management styles.

Whether you'll be managing the generations or working with people who were shaped by a different generation, I'll help you better understand other people's motivations and values as well as your own. Please contact me at donna@reachthetop.net.

Think about how different generations are getting along where you work. Consider how well you get along with people who belong to different generations. Make it your goal to be sensitive to different experiences, perspectives, values and goals. Identify and praise good intergenerational communication in your workplace. Identify and eliminate anything that's negative. 


Here are immediate methods for good career interaction with all generations:

• Recognize that everyone is different and that your way isn't the only way.
• Identify what you value.
• Listen and discern what other people value.
• Accommodate people's values. For example, once you know someone wants to take a more visible roll in weekly staff meetings, take action and make it happen.
• Connect the person to the goal. If your work is to have meaning, it's important to have a good understanding of how what you do impacts company goals.
• Lighten up. While we can't abandon work boundaries, we can introduce an element of fun when it's appropriate, such as when someone reaches a goal or a team gets results.
• Reward people! Formal and informal rewards make people feel good about what they're doing. Don't be afraid to say, "Thank you!" or "Nice job!" and make sure you mean it.
• Harness the energy that comes from working with people who have different values and motivations.

When hard times hit, managing your stress level is more important than ever. With issues and difficulties of many types coming at you from a multitude of directions, your overall stress level can increase significantly, and finding ways to counter the stress you feel is an important priority.

The American Psychological Association just released their annual Stress in America Survey, and no one is surprised that stress levels have increased in the last year in the US. People reported more fatigue, anger and irritability and more than fifty per cent of respondents said they lay awake at night, unable to sleep because of stress.

Combined exhaustion, irritability and anger can result in different behaviors by different people and understanding the effects of stress in yourself, your family and your community is critical. People who otherwise manage their feelings and keep their stress in check may find it hard to do so.

Here are five simple ways to prevent and manage stress. Practice these techniques for yourself, but also share them with others, as you support those around you who are also feeling significant stress: