Meeting Topic
The Power of Feeling – Rebecca Stone
We often talk about emotions in terms of good and bad—joy, excitement, and gratitude are “positive”; anger, frustration, and sadness are “negative.” But that framing can be misleading. Emotions aren’t moral categories. They’re information. And just like a battery, we need both the positive and the negative ends to make things work.
Being fully human means feeling the full range of emotions. Trying to live only in the “positive” is like expecting sunshine without any rain—it’s unrealistic and ultimately unsatisfying. Negative emotions have their own purpose and power. Anger, for example, can fuel action and help us set boundaries. Fear can sharpen our focus. Even grief can deepen our capacity for empathy. On the flip side, positive emotions aren’t always helpful. Love, for instance, can sometimes blind us to patterns of behaviour we might otherwise see clearly.
The goal isn’t to avoid or suppress what we feel. It’s to recognise our emotions, acknowledge them, and respond with awareness rather than reaction. A simple but powerful way to start doing this is by shifting our language. Instead of saying “I am angry,” try “I feel angry.” This subtle shift reminds us that while the emotion is present, it is not all of us. We are not our feelings. We have feelings. And that puts us back in the driver’s seat.
This kind of emotional awareness becomes especially important when we notice recurring patterns or emotional triggers. For example, if you find yourself regularly losing patience during the morning rush—snapping at your partner, yelling at the kids, feeling wound up before your day has even begun—it’s worth digging a little deeper. Trying to “stay calm” in the heat of the moment rarely works. But setting yourself up the night before might. Think: What can be prepped in advance? What’s realistic for you to expect of yourself (and others) at that time of day? What can you let go of?
Understanding your triggers doesn’t mean eliminating all emotional responses. It means giving yourself the space and structure to respond with more intention and less reactivity.
Emotions are data, not directives. They give us insight, but they don’t have to dictate our behaviour. The more fluent we become in the language of our own emotional landscape, the more effective, compassionate, and grounded we become—in business, in leadership, and in life.
Let’s Discuss:
What is one of your emotional triggers? What could you change—upstream or in the moment—to minimise its impact?
Rebecca Stone is an executive coach, specialising in helping leaders get a life. If you would like to RAVE with her use this link
Next Meeting Topic
Build your Brick Wall – Samantha Wood
Being in Business is risky.
You want your day to day to be focused on the myriads of responsibilities and actions needed to grow your business and enhance your livelihood: marketing, squeezing in those RAVEs, selling/delivering your product/services, etc. etc. etc. And every business is different.
While you do what you do best, you need to make sure that you have the systems in place to keep you safe and protect your blindside.
Enter my Brick Wall theory.
In business (and to be honest, in Life in general), we all need to build a brick wall to protect ourselves, our loved ones, and our assets. Each ‘Brick’ is a component or legal document that exists to protect us.
And, just like our Businesses, everyone’s brick wall is different. The best Brick Walls have Bricks that complement each other and fit snugly together. (I am not a builder, if you couldn’t tell). You don’t want a Brick Wall that is over complicated to your needs either – you do not need the Great Wall of China if a garden wall will do.
At a Minimum, the Bricks anyone should have in place are:
- Enduring Power of Attorney for Property (ensuring someone is appointed to look after your finances in the event you cannot);
- Enduring Power of Attorney for Personal Care and Welfare (ensuring someone is appointed to look after your welfare in the event you cannot);
- A Will;
- A Constitution limiting your liability if you are the Director of a Company;
More complex Walls could include:
- A Trust (and all the documentation that comes with that);
- Relationship Property Agreements (especially for people in business partnerships who are in new relationships);
- Comprehensive Terms of Service/Terms of Engagement for your customers;
- Well-thought out internal Staff Polices and Employee/Contractor Agreements (for those who manage staff);
- Director and Shareholder Agreements (for Businesses with multiple people at the helm);
Personally, at the end of each financial year I like to draw out my ‘Brick Wall’ and for each brick consider:
- Is this up to date?
- Has it done what I need it to do?
- What other risks can I think of that I need protection from?
- Is this necessary?
Having this conversation with myself, my lawyer or my accountant means that I can set and forget my Brick Wall for the coming year and focus on what I do best – looking after other people’s Brick Walls.
What does your Brick Wall look like? Give me a call if you are interested in plugging the gaps.
This is generalised advice and not a substitute for independent legal advice tailored to your fact base.
Sam Wood
Senior Solicitor | Wakefields Lawyers Limited (incorporating the legal practice of Simco Lawyers)
