Minisode Monday #41 | The DANCE Method

The Art of Charm

http://www.TheArtOfCharm.com

Business, Education, Health & Fitness

4.7 • 11K Ratings

🗓️ 20 February 2017

⏱️ 10 minutes

🔗️ Recording | iTunes | RSS

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Summary

Jonathan Raymond, author of Good Authority: How to Become the Leader Your Team Is Waiting For, tells us how we can let go of resistance to change by using the DANCE Method. If you've ever struggled with time management, you'll really appreciate the example he demonstrates! Let's get to it! The Cheat Sheet: D: Define the problem simply. A: Assess the impact. N: Name the underlying dynamic. C: Create the smallest next step you can. E: Establish personal accountability. To learn more about social dynamics and productivity hacks, take the Art of Charm Challenge by clicking here, or text CHARMED to 33444. Also be sure to check out our Social Capital Intensive here! Let us know about how you put today's Minisode Monday into practice! Tweet with @TheArtofCharm in your response or write to Jordan directly: jordan@theartofcharm.com (he actually reads everything)! Listen to The Art of Charm, The Forbes List, and hundreds of your favorite podcasts with the free PodcastOne app (on iOS and Android) here! Does your business have an Internet presence? Now save a whopping 50% on new webhosting packages here with HostGator by using coupon code CHARM! Find out more about the team who makes The Art of Charm podcast here! Show notes at http://theartofcharm.com/mm41/ HELP US SPREAD THE WORD! If you dig the show, please subscribe in iTunes and write us a review! This is what helps us stand out from the crowd and help people find the credible advice they need. Review the show in iTunes! We rely on it! http://www.theartofcharm.com/mobilereview Stay Charming! Learn more about your ad choices. Visit megaphone.fm/adchoices

Transcript

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0:00.0	Hey, Jordan Harbinger here. Welcome to mini-sode Monday. I'm happy to be here with you.
0:04.0	Kicking the week off with something quick and actionable that you can implement right away.
0:08.0	That'll make you more magnetic and effective today. Jonathan Raymond back with us talking about,
0:13.6	well, first of all, changing suddenly seems easy. You mentioned that in your book,
0:17.6	but letting go of resistance to change. Well, that's the harder part. So how can we let go of that
0:23.2	resistance to change a little bit easier so that we can change more easily or at least more quickly?
0:28.8	Yeah. The most important thing that we do that we mostly skip over is we got to break change
0:34.0	down into its component parts. And we usually try to, you know, we try to kind of make a big
0:38.0	announcement or a big declaration. I'm never going to smoke cigarettes again or whatever the thing is.
0:42.6	And the method that we developed is called the dance method, D-A-N-C-E,
0:48.1	so that you can dance with whatever problem you have or whatever challenge you have. So I'll
0:51.7	tell you what the steps are and then we can kind of dive back into them a little bit. So the D
0:55.8	stands for define the problems simply. Usually we have way too generic way too big picture statements
1:01.6	of a problem. So define the problem simply A stands for assess the impact. So okay, so you have
1:08.0	this problem. What is the impact of having that problem? What is it doing? What is the real world
1:12.2	impact of X in your life? The N stands for name the underlying dynamic. So what is the condition?
1:19.6	So you have this problem and it's having this impact. What's the underlying condition that exists
1:24.8	that allows that problem to be there in the first place? Because a lot of times we try to solve a
1:29.2	problem without solving the underlying dynamic and then we're playing problem whack them all doing it
1:33.6	over and over again. And this is a great thing. You can whiteboard or, you know, write on a piece of
1:37.3	paper or if you, you know, if you have an iPad or tablet with it, you can draw this out D-A-N-C-E
1:42.5	as a cool way to do it. I've had teams do this as a team exercise where whiteboard a problem.
	...

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