This past weekend my ten year old daughter got her first Covid Vax and I began to breathe out a little.

I’ll be gathering with a small group of family again for Thanksgiving and collectively the 14 of us will have had 33 shots. Throw in a couple of rapid tests for the littles and I’m feeling pretty good about our odds.

Life is starting to feel hopeful again. And yes, I know...we’ve been here before. Remember the joy of June? We’ve turned so many corners at this point, we’re working with an unrecognizable shape of things.

On the career-front, for my clients, the landscape is exciting and optimistic and way outside the boxes they built for themselves prior to our work together.

One client applied to three jobs and got three offers.

Another was negotiating her dream job and the employer requested they make the role a level more senior to match her qualifications.

And still others are asking for sizable bumps in salary from their previous roles--and getting them.

If you are still thinking about making a move in 2021 or after the holidays, now is your time to strike.

To get out there, share your compelling story, state your terms and stand in your power to get what you want. To quote one of my favorite movies, Almost Famous, that I watched with my family this weekend, “It’s all happening.”

I would love to support you in making your shift!

Check out my three 1:1 Coaching Options

Sign up for a 30-minute Complimentary Call if you want to learn more about these options.

PS. Reminding you that holiday time is THE BEST TIME for networking. More on that soon...in the meantime, here's what clients are saying about 1:1 Private Coaching!

I had the pleasure of working with Rachel as my 1:1 coach during my career transition. When I started working with Rachel, I had left a job that was frustrating and wanted to take some intentional time off to figure out the next chapter of my career. I was doing quite a bit of networking and exploration but I was feeling a bit lost about my path forward and needed some guidance and a champion to push me through the process. Through Rachel's career transitioning framework, I was able to follow a step by step process without feeling completely overwhelmed and asking myself questions around my core values and the non-negotiables I wanted in my next job. Having clarity on this has helped with being more focused on what I want and know that I don't need to compromise; that I can craft the path I want. She has also helped me build confidence to steer the conversation and ask for what I want, and know that if things don't work out as planned, it's OK, that there are other options to explore.

Rachel was also fundamental in helping me navigate through my interview processes. Having someone with whom I could bounce off ideas and go into each conversation with confidence about what I wanted to accomplish in each step was very valuable. Having worked with her, I feel I have the tools and resources to reflect back and figure a way forward whenever I am feeling stuck about my career. For anyone looking to go through a career transition and needs a champion in the process, I highly recommend Rachel. -- Maki K

I have two daughters who believe they can be whomever they want to be. I spend my days supporting women in the pursuit of their dreams and the shattering of glass ceilings. Yet much of my inspiration comes from early memories of my father conquering any obstacle with charisma, wit and unwavering will. While he wasn’t a feminist by any stretch, he believed in the power of his daughters and the world they were capable of bettering. I’m confident if he were here today—we would be having the open and often uncomfortable dialogue required for cultural and generational change. And that’s what it takes: an inclusive dialogue and a partnership where we’re walking forward together. We may not always be in lockstep, but we must understand that we’re never going to get to gender parity on our own.

Here are 4 ways we can include men on the path to advancing women in leadership. 

1. Make the policies more inclusive
Deloitte is ahead of the pack when it comes to policies with its 16-week leave. While it’s not the longest leave out there, the policy is the broadest in scope, allowing “men and women—to take up to 16 fully paid weeks off to care for a family member. This includes a new child, spouse, or aging parent.”* By making the policies open to both men and women around caregiving beyond children—the organization exponentially increases the impact of the program and most importantly the buy-in of leadership. According to The Wall Street Journal, the policy “has the potential to "normalize" caregiving, making it okay for single people, men, senior executives—anyone—to take a block of time off to care for an ailing family member or a new child.”** As employees of different ages and genders are able to leverage this opportunity, more will be able to take part in the vital ongoing conversation about the value this policy brings to both the firm and its employees. 

2. Invite men to the conferences, workshops and conversations
Because of my passion for supporting women in leadership, I go to a fair number of workshops and conferences about the topic. While I’m completely engaged in the content and the palpable inspiration of the speakers—occasionally, I’ll look around the room at the sea of professional women and think—we’re talking to ourselves and that’s why we’re not making any headway. I’m encouraged when I talk to women’s interest groups within Fortune-100 organizations about workshops and we both agree—the content and the spirit of the room MUST work for both men and women. The panel must be diverse in gender and race. The name of the workshop and the marketing materials must be inclusive. This sounds obvious, but I can assure you, it’s often not done—causing us to continuously recycle the same ideas within our closed circles.

3. Find senior male advocates and mentors
Just because you want to be an inspiring woman leader, doesn’t mean you must find all of your inspiration from women. I’ve built wonderful relationships with some of my male leaders throughout my career and they continue to show up for me with wisdom, support and connections within their respective networks. By continuing to seek out these male advocates, you’re including them in the conversation of what it can look like for a woman to lead, broadening their perspective of what’s possible, while giving them an opportunity to be a change-maker via their support of you and your career. If you position it that way, I promise they’ll want to join you for the ride. 

4. Empathize and educate
Men are our partners in moving toward gender equity in leadership and in pay. If we see it any other way, we lose traction and remain stuck. Quite frankly, those men who don’t partner up will be left behind over time—because the movement is hitting a tipping point…this is happening. In my practice, I see women who have been culturally indoctrinated to “want it all,” strive for perfection, feel plagued by guilt if they ever prioritize work over family—and willingly take on the role of CEO of the household. And on the flipside, men are faced with the pressure of provide or perish. Women want to have creative and exciting careers and men yearn to participate more in parenting. As women, if we can empathize with where men are coming from, the pressures they face and the distance they often feel from being able to engage with their families in a real and meaningful way—we can start from a place of partnership in our educating of each other on the costs of how we’re currently living. We can advocate for ourselves instead of stewing in resentment or complacency. We can ask for help, believe asking for help is a sign of strength and believe that the men in our lives are capable of providing that help. 

All of this said, I do live in a reality in which I know there are institutional biases firmly in place—but the necessary disruption begins with coming together, rather than fighting each other. I’m optimistic because I’ve seen this model work, and because women leaders and like-minded men are creating new institutions that will be this change we’re seeking. They will set the example. They will amplify their voices and their results, and those who are smart will listen. 

* Exclusive: Deloitte Enters the Paid Leave Arms Race With 16 Weeks of Family Leave on Fortune.com
** This new paid leave policy may be the smartest perk for families yet on WashingtonPost.com

A few years ago I found myself in a career rut while working in digital marketing. I had done all I could do to follow my own instructions from my post, Love The Job You're With. I was learning new skills and achieving improved results for the business, but something was still missing. I was hungry to do something completely new, after a long career with very similar roles. But what could it be? I was truly stumped. 

I decided to take a couple of career assessments to get me thinking in a new way. One of the assessments provided a roadmap of all the possible career paths best suited to my interests. Number one on the list—Career Coach! While I read my results with a healthy dose of skepticism, given my long career in Marketing (which was also on the list by the way), the idea resonated enough with me that I felt compelled to dive into a fervor of research in a short time. Within 24 hours I'd assembled a matrix of all the Coach Certification programs available in my area, my contacts that had gone through the various programs and the times of my calls to speak with them. The more research I did, the greater my conviction became. I quickly learned that my top choice program had a cohort beginning the following week. I wasn't expecting to be forced to make a decision this quickly about a size-able investment of time and money—and yet every cell in my body was saying, "You must do this!" I listened. 

I talked to my very supportive husband, my biggest advocate and cheerleader. "I know it sounds insane, but I feel like I need to do this. While I know it will be a lot of hard work, I know I'm up to it and I can't remember the last time I was this excited about my career and where it's going." This was a no-brainer for him. He agreed that not only did I need to do this, but in actuality, I'd been coaching my entire career—and this would make it official. 

My intuition was critical in moving me toward my current path of coaching and it continues to be my strongest driver in building my business. While I had some opportunities to hone my intuition in my corporate career, I found that it was not something that was often admired or respected, and in turn, I frequently kept my hunches to myself until they were validated with reams of data. It has taken time to unlearn this behavior and not only begin to reconnect with that intuitive voice, but also take risks in trusting it. 

I see this as one of the biggest challenges for my clients when they walk through my door. They come to me for advice, wanting me to make a slew of decisions for them and they quickly learn…I don't do that! My advice would come from my perspective and in coaching, I help clients tap into their own inner wisdom so they can find the solutions that are right for them. I find that when we are disconnected from our intuition, we're rudderless and stuck—looking to others to make decisions for us and following the paths of friends and family who have done the self-reflection that we have not done. In my practice, I help clients reconnect to their intuition so they can begin to experiment with trusting it and monitoring the results. 

In order to get a taste of how it works, you can try this exercise:

1. Close your eyes when you have five minutes of private, quiet time (even if you have to schedule it!). Say hello to your intuition. Acknowledge that you've neglected it lately. Take a deep breath and let your intuition know that you're open to listening now.

2. Every time you feel that strong gut instinct in your body, keep a journal (or note on your phone) of what it is, where you feel it and if you're going to follow it.

3. Try following it once a day for a week. Note the results in your journal. How did you feel when you followed your intuition?

All of this said, I think it's important to validate your intuition with data—and I continue to do this within my business. As an entrepreneur, I don't have time to do this for every decision. I have learned to go with my gut much of the time so that I'm constantly moving forward. While this may not be possible in many corporate cultures, there can be a balance where we practice leveraging this critical tool as a way to develop in our leadership and to grow in our expertise within an organization. As I develop my own intuition, I'm comforted to know I have an internal compass on which to rely—even in the most complex terrain. 

You’re exhausted. You’ve been in back to back meetings all day and you finally return to your desk only to get that stomach pang. It’s 5:30 and you’ve done NOTHING on your to do list. How did this happen? For working parents, this productivity fail can result in evenings where you’re more connected to your phone than your kids while they’re awake—and then signing on to start your workday again after they’ve called you back to stall their inevitable slumber for the fifth time. Not ideal for anyone who wants something resembling a life! 

If you want to get your work done during the day AND be present for your family in the evening, pay attention—I’m talking to you! Here are some strategies that work for my corporate clients who are balancing career and family. 

1. Take a proactive approach to time
It’s time to commune with your calendar. It’s not your enemy, it’s your solution to getting your priority projects accomplished. To take a page from my longtime guru on time and life management – Stephen Covey, put “first things, first.” I’ve listened to the cassettes (yes, I said the c-word!) of The Seven Habits of Highly Effective People more times than I can count—and it’s the primary reason I’ve been able to incorporate a writing practice into my busy life of being a small business owner and a mom. Identify your priorities, values and mission in work and life and make sure your calendar reflects them! I sit down with my calendar a month at a time and schedule in writing time one to two times a week. Then I schedule EVERYTHING else around those dates with my laptop and favorite writing coffee shop. 

2. Your new mantra: “Do I need to be in this meeting?” 
Now that you’ve identified your priorities, use them as your filter for when you answer this productivity make or break question. Be ruthless in protecting your time and saying no to meetings where your intuition is telling you: 1) It will be a waste of time, 2) Your input is not needed on this topic 3) You can give an opportunity to someone on your team to lead. If you have a hard time declining, try my approach to using The Inspired No. As much as possible, question the need for a meeting. There are times where it is necessary, but often times we set up time with others simply to hold ourselves accountable to deadlines or doing the work. What other way can you hold yourself and others accountable? If you’re a leader, set the tone that questioning the need for a meeting is ok. It can become part of the culture so that as a team, you can help each other protect your collective time. 

3. Kill the meeting to prep for the meeting
This may be controversial and I’ll put out the caveat that if you’re rehearsing for a presentation or pitch—there is a need for practice. That said, we have gone completely overboard in our abundance of “meetings for the meetings” and more often than not it can prompt employees to experience everything ranging from disengagement to outrage. Instead, how can you use tools like Slack or even email to assign roles for meetings and get feedback from colleagues on how the work is progressing? In my experience, the meeting for the meeting often occurs when there is a gap in leadership on a project., assignments are organized by committee and there is much time hemming and hawing over who does what and how to proceed. If you’re experiencing that gap in leadership, consider this as an opportunity to step up and run the show. While it may seem like you’re taking on more when you do this, you’re actually saving time by providing clear direction and a structure for your colleagues—cutting down on hours of hesitation and second-guessing. 

4. Run meetings with military precision
Meetings should have rules. Whenever possible they should be 30 or 45 minutes, max. Everyone should arrive on time. If they don’t arrive on time, you don’t restart the meeting when they arrive. In addition to everyone knowing what the meeting is about (I wish this was a joke), there should be an agenda and pre-work that MUST be read prior to the meeting. Everyone should show up with a pen and notebook. Personally, I find laptops in a meeting distracting, but I know this is becoming standard practice. If you’re trying to create a culture where there are fewer meetings and you have only a few times where you gather with people in person, I do think pen and paper facilitates better team interactions and dynamics than a room full of laptops—but that may be a question of style. There should be a clear leader of the meeting who will keep the discussion to the agenda and capture interesting topics that are not on the agenda to revisit at another time. 

5. Delegate like a boss
You don’t have to do it all yourself—especially when you have employees reporting to you! I see many leaders with teams, still struggling with delegating and the costs are clear—overwhelm and a lack of growth. When you stay focused on the junior tasks that could be growth opportunities for your direct reports, you cut off your own opportunities to expand your skills and expertise—not to mention your chance of being promoted. Even if you don’t have a team, (with the support of senior leaders) gain some leadership experience by mentoring a more junior employee on a project you’re working on together. You can practice training employees, handing off tasks and letting go of control. These are all necessary skills to both protect your own time and move to the next level in your career. 

6. Leaders: create office hours
If you’re in charge of a team and you all sit together in a small space, you may be the one who can always answer that question or give advice or coach—at any moment in the day. It’s exhausting and you can end up feeling like your time is not your own. One way my clients are able to protect their time is by creating office hours 2-3 times a week and communicating that this is the time to come over to discuss something in person. If they come over for a quick chat at other times, it’s up to you to kick them out of your cube—in the most respectful way—and redirect them to your office hours. You may want to post your hours somewhere to give your team the visual cue. 

While I don’t recommend implementing all of these strategies at one time, pick one or two to experiment with and see how much time you can create in your day! Begin the dialogue with leadership around the way meetings are impacting productivity and engagement for the team. These habits are deeply engrained in corporate cultures and buy-in at a senior level is necessary to make a change. Most importantly, practice disconnecting from work during those pre-bedtime hours with family. I know I’m not alone when I say this is hard and I’m not always good at it (and I do this stuff for a living!). Keep at it, re-focus every day, and when your 2nd job—otherwise known as evening crazy town—is as ridiculous as it usually is, try laughing. It truly gets me through. 

During our family Passover Seder this year, my 9 and 6-year-old daughters took a break from the meal to play with their 4-year-old cousin in the living room of my in laws' home. The adults continued their conversation over the girls' chatter—until all of our ears perked up. With accurate detail, my older daughter provided her rapt 4 and 6-year-old audience with a description of the classic game—"Spin the Bottle." Clearly, we'd strayed slightly off topic from Moses freeing the Jews in Egypt. After our best wide-eyed emoji impressions, we discovered that she'd learned about this new and interesting topic from our quite mature, but human and flawed date-night babysitter. 

I knew I had to give our sitter some feedback in short order and it was not going to be the most comfortable moment for either of us. Root canal date, anyone? 

Effectively delivering feedback is one of the skills that separates the inspiring and motivating leaders from those who are simply managers. If it comes naturally to you, congratulations on being part of a very small group of feedback X-Men. For the rest of us, it takes tools and practice to feel like we're delivering a clear and useful message. Here's the approach I share with clients that will help you get your feedback practice up and running. 

1. Assume the best
Show up to your feedback conversation with the understanding that this is a smart, well-intentioned person who either made a mistake or could use some support in tweaking his/her approach. If you have some anger about the situation, work through it with a friend or expert before you have the conversation. If you lead with anger when giving feedback, you will prompt your receiver to jump straight to a defensive position—and little will be heard or effectively used to changed behavior. 

2. Believe they can succeed and let them know
Put your feedback in the context of your overarching relationship. For my sitter and me—I wanted her to know that I think she's doing a great job and that I trust her judgment with the girls. That's why I'm giving her the feedback. It's because she's good at what she does and I want to help her get better. The tone of the message is, "I'm telling you this because I care." 

3. Know why it's important to you
In order for feedback to stick beyond the incident in question, tie it back to a priority or value you hold dear. This will not only drive the point home for your receivers, but will also give them a sense of other areas in their roles that they should apply this same judgment call. By making it personal and relating it to something that's important to you, you're transforming this awkward moment into an opportunity to take a leap instead of a baby step in understanding each other better and deepening the relationship. 

4. Make it sound like you
Find your own voice. You can be tough and deliver a clear message without sounding like a drill sergeant. In fact, you will find it comforting in the conversation when you give yourself permission to lean on your strengths. If you're someone who uses humor to connect with people, find a way to bring that in. If you're a natural motivator, use that approach. The more honest and real you are when the message is delivered, the more open people will be to receiving it. 

The most important part of this framework is getting yourself out there to practice! You're not helping anyone (including yourself) when you're spiraling in your head (a very comfortable place for many of us). If you have a team and you want to begin your practice, I recommend starting with your star performers. Start with the folks with whom you know you have a good relationship and those who are already doing well—but like everyone they can continue to improve. You can even bring them in on the game. Let them know you're working on providing more feedback to members of the team and that they can let you know how it's working for them. By starting with some easy wins, you can walk into the more challenging feedback conversations with the confidence and calm of a well-prepared leader.

As my business grows, I continue to meet fascinating people experimenting with interesting ideas, events and opportunities. Whether it’s apps to help working moms feel like they don’t have to do it all, coaching programs with frameworks for women to define flexible careers, or career transition workshops guiding senior level women toward their next step—there are hundreds of people who share my mission and I’m hungry to meet them all. Because I’m a connector-type, this is one of my favorite parts of the job. Where it can get sticky is the next step—deciding which of these dynamic people or companies to move forward with in a collaboration and knowing which of these opportunities, committees or projects is going to make the biggest impact on my business—and be the wisest use of my most scarce resource—my time. 

In order to figure out how to move forward, I walk through the following line of questioning…

1. Does this align with my top three business priorities? 
2. Am I excited about this or does it feel like a “should?” 
3. Would I regret not doing this? 

Often after asking myself these questions—the opportunity falls into the “no” camp and I feel an instant sense of obligation to my new favorite person who will be receiving my “no.” I recall our dynamic conversation—our mind melding, our shared vision—and then I feel guilty, as if I am letting that person down. I have two choices—ignore follow-up emails that leave me with the stomach pit OR say no. 

In order to turn these feelings around, I ask myself, “If I say no to this project, what other exciting project can I say yes to?” 

And from this place of possibility, I’m reminded that “no” can be “no for now” and not “have a nice life!” 

Next comes the creative part. It is possible to say “no” and simultaneously make someone feel valued and supported and admired. I call it, The Inspired No. 

How To Write The Inspired No
1. Be upfront and honest that now is not the right time for this project. 
2. DON’T give excuses or reasons as to why. These feel empty and they are unnecessary. 
3. DO be open and detailed about how much you enjoyed the conversation you had and respect their mission and their work. 
4. Be clear that you’d love to keep in touch so that you can potentially collaborate down the line. 

The beauty of The Inspired No is that it communicates that you are authentically in awe of what the person is doing AND that you don’t need to be a part of it to be a fan. I’ve been amazed at the encouraging and gracious notes I’ve received back from my Inspired No’s—and the relationships that have been built when that door was left open to simply see what could happen. Most importantly, The Inspired No gives me another opportunity to celebrate the boundaries I set to build the business and life that’s right for me—while building a world of future co-conspirators in the process. 

Perfectionism. You tout it on interviews as one of your greatest strengths. While hailing its name, you follow your kids around the house with a microfiber cloth and your favorite cleaner—Method Cucumber Surface Spray (been there!). You give it all the credit after delivering a project on time and on budget (without giving it the credit for hours of belaboring over emails and colors and words and serial commas not to mention what everyone on the team will think of the emails and colors and words and serial commas). It’s the reflection by which you measure your body, your relationships, your work and your joy. Yes, even your joy! 

We dutifully worship at the altar of perfectionism—but to what cost? How is perfectionism holding you back? Here’s a short list (that is by no means exhaustive) of the top areas of your life that are impacted by your perfectionist ways. 

1. Productivity
You may think that by telling your boss you’re a perfectionist, he’s going to give you a high achiever award. You’re wrong. What he’s really thinking is, “She’s never going to get anything done.” Among leaders, perfectionism is seen as a weakness and not a strength (so choose something else for that upcoming interview!). When you’re caught in the grips of delivering the unattainable—a perfect product or service—you can choose to make the perfection a priority over meeting a deadline, customer need or addressing a financial cost. This a lose-lose scenario that will dramatically impact your relationships and reputation over time. 

2. Confidence
“Never good enough” is the rallying cry of the perfectionist. In thinking and living this mantra, over time you can widdel your confidence down to a tiny, thirsty sapling. Its thirst is for praise and validation that only comes from external sources and when it does, it is deflected with self-criticism, so it is never truly satisfied. This damaged confidence hinders your ability to trust your intuition, thus you begin to second-guess your every decision and can be left paralyzed. 

3. Peace
How calm can you feel when negativity is jabbing at you all day, when nothing you do or produce feels worthy, when the thought of someone noticing the tiny hole in your sweater feels like the nagging pebble in your boot on a 12 mile hike? The answer is obvious -- and yet, we continue on this path where we believe we will find our peace and calm once we meet our goal of the perfect job or the perfect body or finding the perfect life partner. Then, we will deserve to feel peaceful! Well, sadly if this is your approach, you will be waiting an eternity or until that moment you learn that you can choose the peace you want to feel no matter where you are on the path to your achievement. In fact, I would say that it’s near impossible to achieve that thing without this realization and without a commitment to choose peace on the regular. 

4. Connection
Here’s a funny little secret: people are drawn to imperfection. Lucky for me, people tend to like quirky personalities! According to the sage Brené Brown, “Imperfections are not inadequacies; they are reminders that we’re all in this together.” The quirks, the flaws or as the late Robin Williams labels them in Good Will Hunting—the peccadillos—they make you interesting and relatable and memorable. When you try to hide those things under a thinly veiled perfectionist standard, you’re missing out on deeper connections and relationships that are frankly more fun! 

5. Love
Often times when we hold ourselves to an unattainable standard, we don’t stop there. We can hold our partners to this standard as well, and to better understand how this makes them feel, please see numbers 1-4, above. In a nutshell, it makes them feel unappreciated, unworthy and unloved. Harsh, yes, but also accurate. It’s a surefire way to get them to back off from being vulnerable with you, as you may have done with them in an effort to hide your own imperfections. When this happens on both ends it can mean the beginning of a distance that must be addressed before the gap becomes too wide upon which to build bridges. 

Are you convinced or are you still hanging onto your habit with a vice grip? I’m a fan of experiments that produce small wins. Choose one area of your life this week where you can practice letting go of your perfectionism and see what happens. My dad used to call those holes in his sweaters, “air conditioning” and it’s one of the memories of him that always makes me smile. What are your peccadillos and how are you going to turn them into your superpowers starting right now? 

You know those days when you're firing on all cylinders. You've had three brilliant ideas before 9:30 am AND you've executed on all of them. You're in the middle of patting yourself on the back when Bob walks over to your desk. Heart racing, palms sweating, expletives lining up in your brain for battle. Bob. Bob is the designated "difficult personality" at your place of business. He's not your boss, but he's confrontational, dismissive and aggressive. He leaves you feeling like a pile of poo underfoot after each interaction. 

Sometimes Bob is a George or a Julie or a Mitch or Leslie, but no matter who this person is for you—it's important to realize that whether you're navigating one of these difficult personalities right now or you have in the past—Bob will try to throw you off your game at some point in your future, too. So, now is exactly the right time to learn how to confidently step up your game with Bob and his counterparts. 

Here are some of the ways I turn my Bob interactions into opportunities to me make me a stronger, more resilient leader. 

1. Lead with empathy
Bob's way of being (which sometimes includes being a total ass) stems from his life experiences and events. If he needs to resort to this kind of behavior during his daily interactions, it's safe to assume he may have gone through some hard things, or has not yet developed the self-awareness muscle required in nurturing deep relationships. While it's not your job to fix these things, know that his behavior is not about you and understand that his projected overpowering strength comes from a place of vulnerability. Leading with empathy can help remind you that Bob is human and flawed which in turn diffuses your interactions and minimizes anxiety that can spark from those interactions on both ends. 

2. Get energized
If you have a planned meeting with Bob, do whatever you do to get your energy up to peak performance level. To quote one of my coaching mentors who helped me prep for a meeting with a Julie, "You need to do whatever you do to show up as a fierce athlete on the field." For me this included a 2-mile sprint, listening to Sara Bareilles "Brave" at volume 9 and reminding myself of my badassness with a few powerful words. When I showed up to my meeting with Julie, I didn't sink into my seat and wait for the tirade. I matched her energy verbal punch for punch and I was amazed to see the dramatic shift in our dynamic. I didn't give her a window to doubt, criticize or second-guess. I saw respect in her eyes for the first time in our relationship. Think of the things that you do to get yourself psyched up for your top form. Many of my clients do Amy Cuddy's Power Posing, come up with a mantra, dance it out to a song, EXERCISE, visualize themselves as their superhero alter-ego (hello Sasha Fierce!) or whatever other quirky option fits their personalities. 

3. Boundary up! 
One of Bob's special tricks is the sneak attack. He comes over to your cube for an unannounced, unscheduled visit to discuss something that you don't currently have time to discuss. This is a dominating move that says, "My time is more important that yours" and "I need to have answers right now without giving you time to think, giving you little chance to succeed." He's standing and you're still sitting—thus continuing the power dynamic he's put in place. No time for a quick Power Posing session or even some jumping jacks before you step into the ring. The first thing you MUST do is stand up. With this body language, you begin to reclaim your power. Then, it's completely within your right to take a deep breath and say, "Bob, I'd like to give this the time it deserves and now is not that time. Let's schedule a meeting to discuss this so we can come together with some thoughtful solutions." This is just one example of the myriad of ways you can set boundaries with Bob. When you keep it professional and engage in interactions with him on your terms, you invite less of his antics into your working relationship. 

4. Don't take it personally, but seize the opportunity to learn
You didn't install Bob's buttons or program his behavior. If you take a step back, you'll quickly notice that you're not the only target. Take comfort in the realization that his choices are not about you. You're confident in your professionalism and your ability to build relationships. But—we can all do better, so use your relationship with Bob as an opportunity to upgrade how you're conducting yourself. What are you doing to invite his behavior or show that you will engage at his level? With tips 1-3, how can you stop escalating your interactions with Bob? How can you project the confidence that doesn't allow you to be one of Bob's many victims? 

5. Celebrate small wins
Just as you will have empathy for Bob in this process, have some compassion for yourself, as well. You're learning to advocate for yourself. This takes practice and won't happen overnight. When you stand up during a cube sneak attack or set up a brief in-person meeting after his explosive email (with 20 VIP players cc'd) instead of engaging in global thermo-email war—give yourself a mental high five! With each new confident action, you're building up a portfolio of boss-ness that will stack the evidence against your internal doubts and fears. 

While this approach is intended for colleagues and not bosses, the truth is—if Bob is your boss much of this still applies. Boundaries may be trickier because at the end of the day, you need to fall in line with the chain of command. That said, anyone who's had a great leader knows that they have the generosity and respect to find comfort and growth in a relationship with boundaries. More to the point, if Bob is your boss and you've tried many tools (including these) to up-level the relationship with little success, it's time to kick-start the search again. It's hard to do your best work and stay engaged in your role when you're constantly working against a toxic boss. Continue to learn from your experience with Bob while you're searching and keep energizing yourself so that you can nail those interviews and be the star you know you are (no matter what Bob says).