Don't rob others of the opportunity to help you.
Many of us pride ourselves on our independence. We don’t need help. We are self-sufficient. We are the ones who love to help others. We love to give.
I understand why people don't love titles (i.e., VP, Captain, C-Suite, etc.).
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As we think about the year ahead, it’s important to start from the inside-out. Surely there will be external factors that change our course. Adversity will hit. Yet, as we sit here in January, I’d like to pose a simple question: Are you operating as a fountain or a drain?
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As we roar toward the end of the year, I am thinking about how people navigate operating with a full plate. Do we take stuff off our plate?
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Just because something is obvious doesn’t mean we don’t need a reminder. Too often we assume that people don’t need to hear things that appear obvious to us. But what’s obvious to us might be a blind spot for others. Obviousness is a learning opportunity to teach to the ignorant.
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Transformational leadership focuses on developing the whole person, while transactional leadership focuses more on helping someone do their job better.
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I am a devoted follower of the Finding Mastery podcast by Michael Gervais. His work served as the catalyst for launching my own podcast seven years ago. He frequently presents the following question to his podcast guests, a query that consistently occupies my thoughts.
“Where does pressure come from?”
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One of the greatest gifts we can give people is our attention, and elite attention often requires great curiosity. When we leverage judgment instead of curiosity, it’s easy for us to come off as condescending and preachy, whereas curiosity depletes condescending communication.
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Compete. It’s a strong word. Some love it. Others are squeamish about it. When I’ve worked with high-level sports teams, they almost all have valued competitive spirit as foundational to their team’s success. Yet, I have found that competitiveness is often misunderstood.
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Life is about transitions. Graduation. First job. Marriage. But no transition has been as game-changing for me as becoming a parent. The transition is ripe with challenges and is loaded with life lessons that can unlock our wisdom.
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Many of us are guilty of “if-then” thinking: the trap that keeps us in a hamster wheel of future behavior. Here are a few examples:
Work to live or live to work?
I've come to reject this binary.
I want to work to live AND live to work. I want both.
If a team member is not a positive influence on the team, how valuable can they be for the team? I have been thinking about this a lot lately. We often prioritize talent over leadership qualities.
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When someone says, “It’s not about the money,” I think what they often mean is “It’s not just about the money.” One word can change how we communicate and the clarity of our communication. One word can breed authenticity and the lack of a word can breed phoniness.
When we don’t have experience, we often feel the need to over-communicate what we have done.
When we have experience, we often don’t feel the need to talk about what we have done; our actions show our expertise in their own right.
The most confident people in the world are often the ones who are willing to genuinely say “I don’t know.”
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Burnout is often more about emotion than it is about thoughts. We often try to problem-solve with our thoughts (myself included) while ignoring what is going on with the body and our feelings (emotions). Think of the words associated with burnout—exhausted, tired, frustrated, stuck, stressed, fatigued, etc. Those words have to do with how we are feeling. They often have to do with an emotional experience.
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"Now more than ever" is overused and typically factually wrong.
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It seems as if every financial model/expert point to us heading to recession. I often think about the phrase.... "Don't wait until it rains to build a roof." We all need to be roof-building right now, and who knows, maybe it even needs to be a retractable one.
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Many organizations don’t have a system and a process to welcome their new hires. Instead, they throw them in the fire. It’s sink or swim. Instead of taking an opportunity to share what they value, why they do what they do, how they do it, and where they are heading, they miss a critical opportunity to not just share but also to learn.
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