172 - What keeps us going when things get tough?

Graham revisits podcast 114 from August 2023 that explored imposter syndrome. Most of us will, at some point, feel the discomfort of feeling out of depth or not being good enough.  Especially at work, where we are often asked to step into new areas or tackle challenges that have no clear answer.    Learning to lean into this feeling and use it as a nudge to learn more, ask more and grow can be a personal accelerator.  It is a normal feeling, and one that causes many of us to step back just at the time we need to step forward.

What keeps us moving forward when work gets tough? In this episode, Graham and Paul explore psychological capital and the HERO framework—Hope, Efficacy, Resilience and Optimism. They unpack how these four developable strengths help individuals recover from setbacks, navigate uncertainty and keep performing, while showing leaders how to create the conditions in which their teams can thrive.  

Richard heads back into our Revisited Series to one of our earliest podcasts (number 11 from October 2017), looking at Growth Mindset and what it brings to business situations.    A decade ago, a growth mindset was not considered a business tool, yet sometimes understanding where our mindset might be holding us back, acknowledging it, and adopting a more rational approach can help us move forward more quickly.

In this episode of the Qiestion, Paul and Graham explore what makes some people good at making decisions, while others can be a bit more hit-and-miss.   We make thousands of decisions every day, from complex leadership decisions that impact our future and the future of others, right through to having that second biscuit with your tea! Good decision-making requires a rational approach, as while our instincts can sometimes serve us well, more often than not they lead us to prioritise our immediate needs, overlooking longer-term considerations and consequences.  Decision-Making Competence considers six areas that the best decision makers master, and Paul and Graham discuss how all of us can get better in each of these areas.    

In another of our revisited episodes, Ricky looks back on Podcast 133, where he and Paul explore the idea of having a 'bad boss' and how sometimes this is more about the perception of the manager's style than about the manager's capability. Ricky asks us to differentiate between toxic behaviours (which are not as common as many people think) and one of the more common perspectives: the boss is just being tough yet reasonable, or the boss is just a little disorganised, leading to ambiguity.  

What if the real reason your deal is stuck… isn't the customer?  In this episode, Ricky and Paul challenge a common assumption in sales: that stakeholder mapping is only about the external buying group. In reality, misalignment often starts internally.  We explore why progress slows when:  Internal agendas aren't understood  Assumptions replace real relationships  Stakeholder mapping is done superficially — or not at all  You'll see how effective stakeholder mapping goes beyond boxes on a slide and becomes a strategic alignment tool. 

In this shorter-than-usual episode of the podcast, Paul heads back to one of our early podcasts (no 84) that looked at the well-known RACI model.  This model helps people understand the different roles in decision-making and task allocation. Paul thinks the Consulted and Informed roles, and how sometimes the Accountable person has to manage the emotions and expectations of these groups, so that they don't hold teh project hostage to their perspective, yet remain unaccountable to the outcome.

Why do so many sales conversations grind to a halt… even when both sides want the same outcome? If you've ever found yourself stuck arguing over the detail — pricing, features, process, targets — this episode explains what's really going wrong and how to fix it. In complex B2B sales, disagreements rarely happen because people want different things. They happen because the conversation has dropped too far into the "what" or the "how", and everyone has lost sight of the why. In this episode, we unpack the Why–How–What Pyramid and show: Why detail-driven conversations create friction and stall deals How asking better why questions lifts conversations out of conflict Why senior stakeholders care more about intent than execution detail How to realign sales conversations around purpose, not opinion You'll hear a real-world example of a high-growth customer relationship that was stuck in tactical arguments — until the conversation was reset at the strategic level. If you're selling into complex organisations, influencing senior leaders, or navigating internal alignment challenges, this episode will change how you approach difficult conversations.

In this short podcast, Graham revisits one of our old podcasts on change.  When change at work happens it can create an emotional responce, especially when the change is done to us, not by us. Graham looks back on a podcast from May 2023 that explores the different ways that we react to change, asking how much do we, as leaders, really understand the people around us, and take that into account when communicating and leading change. If you want to go back and listen to the whole podcast you can here it here - https://thequestionis.libsyn.com/106-why-do-some-people-react-to-change-harder-than-others 

Why do sales conversations so often end up stuck on price? Because the moment your product becomes the centre of the conversation, comparison is inevitable — and value gets lost. In this episode, we explore value-led selling and why buyers don't want products — they want confidence in outcomes. We unpack: Why focusing on your solution pushes buyers into risk mode How complex buying decisions shift responsibility onto the customer Why customers want help making the right decision, not choosing a product How to reposition yourself as a trusted advisor, not a vendor Through real programme examples, we challenge a deeply held belief: Even the best product doesn't matter as much as what it enables. You'll learn how to: Shift the conversation from "what we sell" to "what they need" Align your expertise to customer outcomes Build value propositions rooted in impact, not features Strengthen trust — even when it means walking away from a deal