Disengagement in the workplace is now at 85%. Gallup reports only 15% of employees worldwide are engaged, the lowest level since 2020. And AI is greatly contributing to this. Pew Research found 52% of workers are worried about AI’s impact at work, while 33% feel overwhelmed.

Here’s the one personal conversation around self-care and well being every leader needs to have now to improve trust, performance, engagement an re-ignite motivation. Thanks for a great conversation, Chuck Thokey!

The post The Human Conversations Every Manager Must Have with their Team first appeared on Keith Rosen.

When was the last time you were in a restaurant that was fully connected. Not to Wi-Fi but to each other. Stop reaching for your phone and start reaching for the moment you’re in. Otherwise you’re find yourself scrolling away the conversations, relationships, and moments you’ll never get back.

Phone Addiction and Relationships

We Scroll Away Connection One Dinner, One Conversation, and One Relationship at a Time.

It’s been over five years since my wife and I took a vacation, just the two of us. Italy last September was our destination. I remember the first night in Lake Como where we were having dinner. We were sitting outside, talking, eating, and taking in a picture-perfect view.

The restaurant was full. The conversations around us had that natural hum of people who were actually present with one another. Then I noticed something as I looked around.

Not one person was on their phone.

Not one table had a phone sitting next to the plate.

Not one person was half listening while scrolling.

Not one person was checking a message, recording the moment, posting the moment, or escaping the moment.

They were just there.

Couples were talking. Families were laughing. Friends were leaning in.

People were eating slowly, drinking slowly, listening fully, and treating dinner like something more than a transaction between hunger and the next task. Where going out for dinner in the states can take an hour or so, three hours later, people are still enjoying their time and each other.

I have always tried to put my phone away when I’m with people, especially over a meal. But this was different.

This wasn’t one person showing discipline. This was a restaurant full of people treating presence as normal, where having your phone on the table was a sign of disrespect.

It made me think about how often we mistake access for connection. We keep our phones near us because we tell ourselves we might need them.

A text might come in.
An email might matter.
Someone might need me.
Something might happen.
A post I might miss.

But most of the time, nothing truly urgent is happening that’s more important than what we’re doing now. We are just leaving the door open for distraction and calling it responsibility.

What struck me most was not that Europe is better than the U.S. at being present, putting friends and family first. That’s too easy, and not entirely fair.

The real lesson is that culture teaches people what to normalize.

In some places, a meal is still treated as an experience. A conversation is still treated as worth protecting.

The person in front of you is given more importance than the screen beside you because presence is not just a personal discipline. It is a signal.

It tells the people with us, “You matter enough for me to be fully here.”

And the absence of that signal sends a message too.

Put the phone away. Not face down. Not next to the fork. Not within reach like some tiny glass emergency room. Away.

Because the people we love and spend time with should not have to compete with a device for our attention.

The best moments in life rarely announce themselves.

They usually happen in ordinary conversations, over dinner, when no one is performing, no one is scrolling, and everyone is finally where they are.

Otherwise, we step over wheat really matter in these perfect moments of time we call life.

Here’s an article I wrote about what I’m grateful for to help reduce phone addiction, scrolling at the dinner table, and improve being present with people.

My New Book, Coaching Salespeople Into Sales Champions, Second Edition made it to the #1 Best Selling Leadership coaching Book. Get Your Copy here on Amazon!

The post Your Phone Addiction Is Costing You Connection, Presence, and Your Life first appeared on Keith Rosen.

Most companies don’t have a performance problem. They have a leadership dependency problem, creating fear based, results-driven cultures with higher turnover, disengagement, missed sales quotas and stressed out employees. Here are 10 strategies how to create a coaching culture

Culture is how people experience leadership & feel at the end of each day.

You know your company has a winning coaching & learning culture based on how effectively departments & people communicate, support & collaborate & how leaders show up when people, performance, sales & the company are struggling.

10 Things to Create a Healthy Coaching Culture and Bring Out the Best in People

1-Redefine What Leadership Means
If leaders are rewarded for having answers & being the subject matter expert, coaching will fail. Leadership is defined as developing people through coaching, not rescuing them.

2-Make Coaching Visible at the Top
When executives coach in public, reference coaching conversations & talk openly about being coached themselves, it feels like authenticity & truth vs. empty words. Culture starts with leadership. People model what they see.

3-Train Managers to Coach. Don’t Just Tell Them To
Managers resist coaching because they don’t know how. Train on a coaching framework, language & time to practice. One workshop is entertainment. Repetition is culture. That’s why every manager needs a peer coach to support them around their journey.

4-Change Performance Conversations
If reviews are backward-looking, judgment-heavy & transactional-coaching won’t stick. Shift conversations toward learning, forward momentum & ownership. Fewer directives, more reflection. Less telling, more asking.

5-Build Coaching Into Daily Workflows
Coaching doesn’t live in a box to use when needed. It’s the language of leadership in every conversation; meetings, pipeline reviews & problem-solving.

6-Measure What Matters
Don’t just measure activity & outcomes but growth, quality of conversations, confidence, trust, fulfillment, promotions, life balance. People don’t leave companies because they’re not hitting goals but how they’re being managed to get there.

7-Reward Leaders Who Develop People
Most companies say they value people development. Few reward leaders for developing people. If short-term outcomes are only getting rewarded-managers default to results. Reward the leaders who develop leaders.

8-Normalize Reflection & Learning
Take time to ask what worked & what was learned. Treat “mistakes” as shared growth opportunities-not flaws. When learning is safe, growth accelerates. When it isn’t, trust evaporates.

9-Be Patient & Persistent
Great cultures are built through consistency-not announcements. Expect resistance & regression. Once you let control & fear back in-coaching disappears. Even after every storm; the captain needs to ensure everyone is still navigating towards the same goals & vision.

10-Be Human
People want authenticity, transparency, trust & real connection, not managed by a leader hiding behind dashboards, metrics & meetings. Care is no longer a soft skill. It’s the leadership imperative. In a world driven by AI & automation, human connection is your competitive advantage.

You create a healthy coaching culture by changing how leaders think, speak, measure & show up every day. When this happens-coaching stops being an initiative & becomes your company’s daily operating system.

The post You Don’t Have a Performance Problem. You Have a Leadership Dependency Problem first appeared on Keith Rosen.

A leadership culture is created before words are heard.

I was sitting in a hotel restaurant preparing for a day of meetings, when the waitress approached.

“Hi, I’m Maya. I’ll be your server this morning. May I get you something to drink?”

Something about the way she said it landed differently.

“Let’s start with coffee and orange juice,” I replied.

“Great. I’ll be right back,” she said, smiling. That was it. The smile.

Not the polite, rehearsed version people wear like a uniform. This one came from somewhere real.

You could feel it. She wasn’t performing. She was present.

Maya returned with my drinks & before taking my first sip of coffee, another voice interrupted.

“Good morning.”

A woman had stopped at my table.

I returned the greeting, half distracted.

“I love your glasses,” she said.

“Thank you,” I replied.

Then I caught myself. In a world where most interactions are transactional, here was someone choosing to connect.

“I’m Tracy,” she said. “I manage the restaurant. What brings you here?”

“Business,” I said.

Then, when she mentioned her kids, everything shifted.

“My youngest is at Cornell,” she said.

“My oldest is about to graduate from UCLA,” she continued, her tone softening.

“It’s tough out there. You want them to find something meaningful they love & still be able to build a life.”

You could hear it in her voice. You could see it in her eyes. This wasn’t small talk. This was a mother caring about her children’s future.

Now we were having a real conversation.

“I don’t get it,” she said. “Companies want experience. But how do you get experience if no one gives you a chance?”

I looked at her and said, “Your daughters are going to be fine. They’re going to thrive.”

She paused. “How do you know that?”

I asked a question I already knew the answer to.

“Are they anything like you?”

She smiled. “Very much.”

“Then they’ll be fine,” I said. “If they show up the way you do, people will see it. They’ll feel it. That’s what opens doors.”

She didn’t brush it off. She took it in.

“Thank you,” she said quietly.

A few minutes later, she was called away.

Great Leadership Creates a Culture People Can Feel

What struck me wasn’t just the conversation. It was what happened after. I looked around the restaurant, everyone was smiling.

The hostesses. The servers. The staff clearing tables. Even when no one was watching.

That doesn’t happen by accident.

That’s leadership.

Tracy didn’t need to give a speech about culture. She lived it. She modeled it. And her team followed.

This exposed something we often miss.

Every interaction matters.

Not because of what gets said in the moment, but because of what gets reinforced over time.

One conversation might feel small. 100 conversations shape behavior. A thousand define culture.

And culture always traces back to one person.

Culture Does Not Need a Speech. It Needs a Model

The leader.

People are watching. Not what you say but what you do and how you show up.

Over time, they don’t become what you expect. They become what you model.

That’s why the culture you experience is the one leaders create-whether you meant to or not. Read this on my blog.

Just Released!

Coaching Salespeople Into Sales Champions – Second Edition

The post What a Waitress Taught Me about Culture, Coaching and Connection first appeared on Keith Rosen.

The Paradox of How to Grow Your Business

It was late morning when I arrived at a bed and breakfast at Lake Como, Italy. The front desk was empty, so I walked into the back and found a man sitting peacefully, reading, taking in the view. “Hi, I’m checking in,” I said. He welcomed me warmly and handed me a key.

“One more thing. What’s the Wi Fi password?”

“We don’t have internet here,” he said calmly. I assumed I misheard him. I didn’t.

No internet. No urgency. No concern.

The coach in me kicked in. “How do you run your business? Stay informed? Grow?”

He looked at me and asked, “How would that help me?”

“You’ll be able to attract more guests and create more opportunities,” I responded.

He listened, then asked, “Why would I want that?”

I kept going. “Bigger business. More locations. More money.”

“And then what?” he asked.

“Then you can relax, spend time with your family, and enjoy your life.”

He paused. Smiled. Looked me in the eyes and said, “What do you think I’m doing now?”

That hit me. Everything I was suggesting required him to sacrifice what he had already created. A full life. Time with his family. Peace. Presence. Joy. Fulfillment.

We spend years chasing what we believe success should look like. More growth. More money. A bigger house. More recognition.

But rarely do we stop long enough to question whether the “more” we’re chasing is taking us further from what we actually want or already have.

When you’re always focused on what’s next, you’re not focused on what’s now and can’t be present enough to see the success, gifts, and blessings you have.

Many of us operate as if fulfillment lives somewhere in the future. Just one more goal away. One more deal. One more win. Yet every time we arrive, the feeling fades. Then we reset the target and keep running; ironically, at the sacrifice of what we’re looking to create.

As I’ve gotten older, my definition of success has shifted from wanting more to wanting less. Less about what I can acquire and more about honoring my passions, core values, who I surround myself with, and the people I can impact while I’m here.

Most people miss the real gift because they’re too busy chasing the next thing.

Life doesn’t pass us by because we’re working so hard. It passes us by because we’re chasing what we think we need, while ignoring the most important things already in front of us.

Connect with me on LinkedIn here.

The post I Was Coaching A Hotel Owner How To Grow Your Business. He Showed Me I Was Wrong first appeared on Keith Rosen.

Who is Your Life Balance Coach?

I’ve been yelling at myself all morning. I didn’t need a critic today. I already had one. “What’s wrong with me?” was my inner voice during my Tai Chi class.

Finding ways to create life balance can be challenging, but it’s essential for our well-being.

During the class, I was trying to get every movement right. Trying to make the poses perfect. And like most of us do, the moment something felt off, the inner voice shows up.

“Why didn’t you do this better? Failure…”

“You should be able to do this.”

“Don’t mess this up.”

The more I tried to get everything “perfect,” the less present I became. My mind was busy criticizing instead of paying attention.

At the end of class, one of the other students shared what he got out of the session.

He said his biggest takeaway was simple.

“Stop yelling at yourself.”

That line landed. How often do we talk to ourselves in ways we would never talk to another human being?

We miss a step. Make a mistake. Say the wrong thing in a meeting. And suddenly, the harshest critic in the room is the voice in our own head.

The irony is, the same thing Tai Chi teaches us is what life and leadership demand.

Presence. Patience. Awareness. And most importantly, acceptance of ourselves and others, without judgment. Life balance in action.

You cannot grow and be present while beating yourself up at the same time. Growth and personal evolution start when the criticism stops.

We spend so much time looking outward. Judging. Comparing ourselves to others, reacting to external situations, instead of looking inward.

Stop tearing yourself down and start building and backing yourself up. Choose to be your greatest fan, not adversary.

Catch the inner critic and change the script. We all become what we repeatedly tell ourselves, and consequently, create our own self-imposed stress and pressure, which impacts our decisions, confidence and self-worth.

Give yourself permission to be a powerful work in progress, without the constant self-imposed critique, since no one else is telling you these things except you.

You deserve better than the voice in your head that’s telling you things that aren’t true.

Choose to stand tall, unconditionally, not small. Choose to believe in yourself, even when things aren’t going well, not get beaten up by your own voice.

Because every day you deserve success, not self-sabotage.

Connect with Keith on LinkedIn Here.

The post Stop Yelling at Yourself. How to Quiet Your Inner Critic and Become Your #1 Fan first appeared on Keith Rosen.

Six continents. Seventy-six countries. Millions of managers trained and coached. One relentless mission. Elevate and transform how the world leads, coaches, and sells.

The Evolution of Amazon’s #1 Sales Coaching Book

Since its release in 2008, Coaching Salespeople Into Sales Champions has reshaped the foundation of management. This sales coaching book became the global standard for how managers lead, coach, and communicate, and is taught as core curriculum in universities worldwide, focused on developing outstanding organizations and transformative leaders.

Today’s business landscape is more demanding, as companies struggle with hybrid sales teams, fractured communication, fear-driven workplaces, unprecedented burnout, rising turnover, and a generational shift toward purpose and quality of life over money.

That’s why the dominant leadership strategy has evolved from results-driven to care-driven, and why coaching is the language and mindset of leadership in today’s highest-performing cultures.

In this fully revised and expanded award winning sales coaching book, I return with groundbreaking strategies, critical conversations, and performance driven coaching questions, grounded in his L.E.A.D.S. Coaching Framework and adapted for a world fueled by AI, automation, and rapid change.

Technology is a powerful ally, only when aligned with a coaching culture that keeps people human, connected, engaged, and inspired by a shared vision.

This sales leadership coaching playbook, based on my leadership coach training program, shows you how to build a thriving team and coaching culture that scales, drives consistent revenue and results, ignites motivation, and strengthens trust in every conversation.

Endorsed by leaders from Microsoft, Salesforce, Johnson & Johnson, Heinz, Capital One, Pfizer, and other world-class organizations, this second edition gives sales leaders a tactical roadmap to:

• Increase conversion rates and win more sales.
• Turn around underperformers in 30 days or less.
• Attract and retain top talent.
• Save at least 25 hours each week by shifting from problem-solver to coach who develops confident, independent, and accountable critical thinkers.
• Turn forecast reviews into high-value coaching conversations that improve accuracy and pipeline velocity.
• Eliminate silos and ignite healthy collaboration across departments, teams, and cultures.
• Create a happy, healthy, balanced life for your team and yourself.
• Master how to lead difficult conversations that build accountability, inspire action and drive results.

Order Coaching Salespeople Into Sales Champions on:

• Amazon
• Barnes & Noble
• Books-A-Million
• BookShop
• Porchlight

Coach Salespeople Into Champions, Build a Healthy Coaching Culture, Ignite Motivation and Achieve Your Sales Goals

The post Sales Coaching Book for Modern Leaders: Coaching Salespeople into Sales Champions, 2nd Edition first appeared on Keith Rosen.

Most sales don’t die because of something you did wrong. They die because they’re built on assumptions that were never true. Then, you chase opportunities that were never real to begin with. Here are the top 10 Sales Assumptions that Kill Deals and Performance.

1: Interest Means Intent
Buyers spend only 17 percent of their journey with sellers. Showing up and having a dialogue isn’t commitment. Until the buyer can explain why change matters now, it’s just curiosity.

2: Budget Exists
Budget is the top reason deals are lost. Budget reflects priority. If the problem isn’t urgent, funding won’t appear. Budget isn’t about money being available. If the problem is urgent enough, funding will be found. Otherwise, budget suddenly evaporates.

3: I’m Talking to the Decision Maker
Most decisions involve 6–10 stakeholders. If you don’t understand how decisions are made, and the people involved, you’re relying on someone who can’t say yes.

4: They Understand the Value
Explaining value isn’t the same as them creating it. Top salespeople spend more time discussing outcomes and implications, not features and benefits. Value only exists when the buyer can explain, in their own words, the outcomes they want most-now.

5: Silence Is Neutral
Silence isn’t timing, it’s a signal. When urgency is real, communication doesn’t stall. More often, it means urgency was never fully established.

6: They’re Fully Honest
Buyers don’t share everything early. Trust drives truth. Without it, you’re solving surface problems, while the root cause of the problems remains unaddressed.

7: Education Creates Urgency
Buyers are already informed, doing about 70 percent of their research before speaking with a salesperson. Information doesn’t move people. Being the Subject Matter Expert doesn’t drive sales. Personal, customer and company impact does. Buyers act when they clearly understand the benefits realized and the consequences of not changing.

8: Objections Mean Resistance
Objections are engagement. When buyers push back, they’re still in the conversation. When they go quiet, they’re not.

9: I Already Know What They Need
Familiar deals create blind spots. Every buyer has different pressures, politics and needs. The moment you assume, you stop listening and asking questions, and so do they. Buyers don’t want quick solutions to problems that may not exist. They want a partner through the process.

10: They’re Aligned Internally
Even interested buyers struggle to build internal consensus. Deals stall when alignment hasn’t happened behind the scenes.

To boost your performance and remote the stress caused by these sales assumptions that kill deals, here are three questions to ask yourself to distinguish fact from fiction.

1.     What am I assuming that I haven’t confirmed?
2.     What are the facts that support how I feel?
3.     What else could be true?

Most deals don’t fall apart at the end. They were mis-qualified at the beginning. Assumptions feel efficient, but they quietly replace truth with guesswork. Every time you assume, you skip a conversation that should have happened. That gap is where deals stall, trust erodes, relationships are compromised, and pipelines fill with false momentum.

Top performers validate, pressure test, and challenge what appears obvious. They become insatiably curious which in turn, creates more curiosity based questions to further understand and uncover every buyer’s priorities, challenges and urgency.

They don’t chase interest. They confirm intent. They don’t rely on sales assumptions. They develop understanding.

This is the solution to avoiding sales mistakes that kill deals and developing cleaner and more accurate pipelines and forecasts, shorter sales cycles, and fewer surprises.

The shift is simple. Replace assumptions with questions. Replace hope with evidence.

You’re not just closing deals. You’re qualifying reality. You’re not always losing deals due to skill and activity. You’re chasing ones that were never real to begin with.

So, start assessing what the real facts are, rather than assuming what you think may be true based on your prior experiences. You’ll notice every area of your life improve significantly when you’re no longer putting energy into situations that weren’t real to begin with.

The post The 10 Sales Assumptions That Kill Deals first appeared on Keith Rosen.

How to stop micromanaging

If you’re constantly stepping in, fixing, and controlling, you’re not leading, you’re quietly limiting your team’s growth. Learn how to stop micromanaging and trying to control everyone and everything, and transform from micromanaging every move to building people who can lead without you.

Burnout isn’t a result of hard work. It starts with trying to control everything, like this client tried to do. “I just feel like I have to stay on top of everything. If I don’t try to control it all, it falls apart.” A constant theme I hear from, well, everyone.

“It’s exhausting,” she said. “I feel like I’m always behind and stressed. But if I let go, I’m afraid something will slip through the cracks.”

“When was the last time something slipped through the cracks during your watch?” I asked.

She started reflecting. “I can’t think of a particular time but…”

Before I gave her a chance to come up with another limiting belief, validation, or assumption, I asked, “What if the cracks are there because of how tightly you’re gripping the process and each area of your life?”

“How do you mean?”

“When people struggle to achieve their goals, it’s not always about working harder. They suffocate their results by trying to control the uncontrollable.

The self-imposed pressure that results in micromanagement, the need to make every call perfect, every answer flawless, every situation predictable. That’s not freedom. That’s fear which we want to avoid by trying to control everything.”

“So, do I just stop caring?”

“There’s a difference between care and control. Shift your focus. There are only three things you can control 100%.

1. Your actions.

2. Your re-actions.

3. Your thoughts, beliefs, and attitude.

Everything else is an illusion.

Unfortunately, most people spend their lives trying to control results, people, and timing. While we can create better results through action, attitude, and behavior, we still have zero power over the outcome.

Meanwhile, we ignore the only three things we can control and master that would accelerate our success.”

“So much of my day is built around chasing things I can’t control.”

“And here’s the paradox. The more you try to control, the more reactive and rigid you become.

The tighter your grasp, the less flexible things become. But if you loosen your grip, you create space. Creativity shows up. Presence shows up. Connection. Freedom. Joy. Better results and less stress.”

Creativity and control are opposites. You can’t create a new possibility, especially when coaching your team, if you’re trying to control the outcome.

Ask yourself. “Are my actions enhancing my life or consuming it? Do I want to keep managing my life this way? What result or belief am I clinging to that I’m afraid to let go?”

Eyes dropped. “That last question hit hard.”

“Good. Because the behaviors you think are helping you win are the ones keeping you stuck.

Here’s a challenge. Do the opposite. Like that Seinfeld episode where George did the opposite of what he normally would; and suddenly everything worked out.”

A grin. “That was a great episode.”

“It’s also a powerful experiment in letting go. Stop chasing control. Start owning and mastering the three things you can that shape your reality. Then allow the results you want to unfold naturally.”

Here’s the part most leaders avoid. You don’t burn out because there’s too much to do. You burn out because you’re trying to control what was never yours and impossible to control in the first place.

That’s why the root cause of micromanagement comes down to the fear of failure, consequences, and a lack of trust in others, and in yourself.

If you’re serious about how to stop micromanaging, start here:

1. Audit your day. Circle every moment you stepped in, corrected, or controlled.
   → What you don’t see, you can’t change.
   Ask yourself: Where did I step in today that someone else could have handled?
2. Pause before intervening. Ask, “Is this mine to own, or theirs to grow through?”
   → Growth dies the moment you rescue too soon.
   Ask yourself: Am I helping, or am I preventing them from learning?
3. Shift from telling to asking. Replace answers with coaching questions that force ownership.
   → Advice creates dependence. Questions build leaders.
   Ask yourself: What question could I ask instead of giving the answer?
4. Define outcomes, not steps. Be clear on the result. Let them own the path.
   → Control the destination, not the journey.
   Ask yourself: Have I been clear on the outcome, or just controlling the process?
5. Reinforce progress, not perfection. Catch effort and learning, not just results.
   → Perfection kills momentum. Progress compounds it.
   Ask yourself: What progress did I acknowledge today?

Most people don’t micromanage because they lack skill. They do it because they’ve never been taught another way to drive results and performance other than to try and control everything and everyone around them.

So, what can you let go of today?

Get the Second Edition of Coaching Salespeople Into Sales champions from Amazon here.

The post How to Stop Micromanaging and Start Coaching Your Team first appeared on Keith Rosen.

Here’s how to overcome the fear and anxeity of public speaking, in just 60 seconds.

“I hate public speaking. It terrifies me.” I’ve heard that confession from basically, everyone, regardless of their role, age, experience, or title.

I was talking to a VP who was planning to deliver a session to their team.

“You’re not alone,” I told him. “Research shows that when people list their biggest fears, public speaking often ranks number one. Death is number two. Statistically speaking, many people would rather die than speak in front of a room.”

“That feels uncomfortably accurate, he said. “But once I have to speak in public, or even plan my presentation, my mind starts focusing on all the things I don’t want; the fears.”

Am I going to look nervous?
Will I forget what I want to say?
What if I sound unprepared?
What if they tune out because I’m not qualified to speak on this subject?
What if they don’t find this valuable?

“By the time I get up to speak or deliver a presentation, my focus is already hijacked. I spend the entire time thinking about myself,” he admitted. “How I look. How I sound. Whether people are judging me. If it’s helping them.”

“There’s the root cause of public speaking anxiety,” I said. “This fear and anxiety do not come from speaking. It comes from making the moment about you, and what you have to gain or lose, instead of your audience and the value you deliver.

Now, the goal is not to help others. The goal is protecting your image.

The more you focus on how you appear, the less present you are with the people you are trying to connect with. When you are wrapped up in your own thoughts, you are no longer connecting with the audience but to yourself.

“So, what do I do instead?” he asked.

“Stop focusing on you and how you look and focus on your audience and the value you deliver.”

He waited for more. “That’s it?” he asked.

“That’s it,” I said. “When you walk into a presentation focused on you, fear immediately takes over. But when you walk in, asking yourself how you can help the people in front of you, something shifts. The fear dissipates and your passion to serve rises to the top.

Instead of performing, you start connecting. Instead of protecting your image, you begin serving others.”

Everyone gets butterflies in their stomach. That is not fear. That is the care and energy of being fully present before the meaningful moment you want to create for your audience by giving all of you to them.

Overcome your public speaking fear and become a powerful, inspiring public speaker.

The post How to Overcome Public Speaking Anxiety. Stop Performing and Start Connecting first appeared on Keith Rosen.