Reality Check: I have found that applying the concepts in Coaching Conversations works well, and that the ability to convey an important crucial message and maintain relationships is very helpful in the work setting; however, I sometimes struggle with the concern that I am "sugarcoating" an inherently tough message. How can I "make it safe" even when the results of the conversation will most likely be negative, such as talking about serious performance issues, letting an employee go, etc.?

Reality Check: What should I do if I believe I have reached my "peak" in my company and professional growth is stagnant? I posed this question to Human Resources and managers only to receive dull feedback, which makes me feel they have no ideas or suggestions. I suggested I earn another bachelor's degree in a field we need, but the tuition assistance program only permits me to take classes directly related to my current position. I have my letter of resignation ready to go and am simply waiting for the job market to improve, but I hate to start over again and prefer to avoid it if possible. What should I do?

Reality Check: It's my job to influence the people in our company to improve quality—both of processes and of our customer’s satisfaction—and it's hard. We've got all the "head" stuff right—technical expertise and good quality tools—but we don't have the heart. And to make it even more difficult, the people I need to influence don't report to me and are too busy meeting other goals. So I can't get them to commit to our quality goals—or worse, they commit with their mouths but then don't deliver. Please help!

In a world where data and analytics are available at our fingertips, people still make daily choices from an emotional point of view - including purchases. How can businesses leverage this power of emotion through their service?