3 Reasons People Make Change

As a coach, I'm often asked, "Why do people change?" This question reveals a lot about how we perceive human potential & our role as leaders in nurturing growth. Let's explore three key reasons people change & how leaders can support this process.

The Capacity for Change

Before we dive into the reasons people change, let's briefly touch on our capacity for transformation. Our brains are incredibly adaptable, constantly forming new connections in response to our experiences & choices. This neuroplasticity is the foundation of personal growth. As leaders, understanding our capacity for change can profoundly impact how we approach development in our teams & ourselves.

3 Reasons People Make Change

1. Increased Self-Understanding

When individuals gain a deeper understanding of themselves - their strengths, weaknesses, & impact on others - they often identify aspects they want to improve.

In practice, this might manifest as an executive recognizing that their direct leadership style, while efficient in crisis situations, actually suppresses creativity & team involvement in day-to-day operations. By understanding this gap between their default approach & the needs of their organization, they can make intentional changes. 

Leadership Insight: How are you helping your team members gain self-understanding? Are you providing regular, constructive feedback that helps them recognize their impact?

2. Heightened Awareness of Others 

As people become more attuned to how their actions affect those around them, they often feel motivated to change. This increased awareness can lead to significant personal growth and improved relationships.

Picture a leader who's always chasing the next deadline. One day, they notice their team seems stressed & uninspired. And suddenly it clicks: Always rushing for quick wins is hurting the big picture. So they try something new. They start planning further ahead, invest time in their team's growth, & really champion taking breaks & logging off. Soon enough, they see the payoff - a more stable team, more creative solutions, & stronger results across the board.

Leadership Insight: How are you modeling awareness of others in your leadership? Are you creating opportunities for your team to develop & practice this skill?

3. Internal Drive

People with a strong sense of internal motivation are often driven by personal satisfaction and a desire for growth rather than external rewards. This internal drive can be a powerful force for change.

Imagine an executive with a grand vision for their organization's future. They might recognize that to turn that vision into reality, they need to transform their own leadership approach. They begin challenging themselves to be more bold, to inspire more innovative thinking in their team, & to make gutsier decisions. It's their internal drive to create something truly significant that pushes them to grow & change as a leader.

Leadership Insight: How are you tapping into your team members' internal motivations? Are you providing opportunities for growth that align with their personal goals?

Why Do People Change? The Leader's Role in Facilitating Transformation

Understanding why people change is only half the battle. Our job as leaders isn't just to see the potential for transformation - it's to create an environment where change can thrive. Here are a few tricks to help you get started: 

1. Encourage regular self-reflection: Create opportunities for your team to pause & evaluate their progress, challenges, & goals. This could be through guided exercises or dedicated time for introspection.

2. Provide constructive feedback: Offer specific, actionable insights that highlight both strengths & areas for improvement. Make this a two-way street by also soliciting feedback on your leadership.

3. Offer opportunities for skill development: Invest in your team's growth by providing access to training, workshops, or stretch assignments that align with their career aspirations & your organizational needs.

4. Recognize & celebrate growth: Acknowledge the efforts & progress your team members make, not just the end results. This reinforces the value of the change process itself.

5. Model the change you want to see: Demonstrate your own commitment to growth by openly sharing your learning experiences & how you're applying new insights.

As you implement these strategies, you'll find yourself naturally shifting from simply understanding why people change to actively supporting & nurturing that change. This journey will challenge you to examine your own assumptions & see your team members not just as they are, but as they're becoming. It's this perspective - viewing people through the lens of their potential - that truly elevates leadership & drives meaningful transformation.

Moving Forward: Leveraging the 3 Reasons People Change

Leadership & personal growth go hand in hand, & understanding why people change is the thread that ties it all together. By recognizing these three drivers of change & nurturing an environment that champions growth, you're paving the way for both your team & yourself to thrive.

But understanding why people change is just the first step in your leadership journey. The real power comes from applying this knowledge to transform your leadership style & your organization. Navigating this transformation can be challenging – that's where expert guidance can make all the difference.

I’ve invested more than 3 decades helping leaders like you not just understand change, but leverage it to drive personal & organizational growth. Through coaching, you'll learn to:

1. Identify & nurture the catalysts for positive change in yourself & your team

2. Create an environment that supports & accelerates personal & professional growth

3. Develop strategies to overcome resistance to change, both internal & external

4. Transform your leadership style to inspire & guide your team through periods of change

To learn how Dr. Livingston’s expertise in change management & leadership development can help you turn the insights from this blog into actionable strategies for your organization, click here. 

Navigating Leadership Challenges: Moving Beyond Advice to Empowerment

Introduction:

In the realm of leadership, providing advice often seems like the obvious path to helping others navigate complex situations. Yet, Douglas Stone and Sheila Heen, authors of "Thanks for the Feedback," shed light on the limitations of advice-giving, emphasizing the need for specificity and context. This raises the question: How can leaders effectively address challenges without merely dispensing advice? Let's explore a more empowering approach that emphasizes understanding, collaboration, and fostering a culture of trust.

Empowering Through Coaching:

Rather than offering quick-fix advice, effective leadership involves coaching individuals to discover their own solutions. Coaching isn't about dictating actions; it's about guiding individuals to unlock their inner wisdom. As Parker Palmer suggests, it's about "pulling out their inner teacher." By refraining from prescribing solutions and instead helping individuals explore their options, leaders empower them to make informed decisions aligned with their unique circumstances.

Understanding Context:

When faced with inquiries about handling leadership dilemmas, it's crucial to resist the temptation to jump to conclusions. Rather than hastily providing answers, take the time to understand the nuanced context surrounding the situation. Delve into the organizational dynamics, team relationships, and external factors shaping the challenge at hand. This deep understanding lays the groundwork for tailored guidance that resonates with the specific needs of the individual and the organization.

Organizational Considerations:

At the organizational level, effective leadership entails aligning team objectives with strategic goals. Reorganization should stem from a clear strategic rationale, driven by shifts in internal or external dynamics. Merely reshuffling teams without addressing underlying issues risks perpetuating dysfunction and escalating costs. Leaders must assess whether the benefits of reorganization outweigh the disruptions it entails, ensuring that organizational integrity remains intact.

Fostering Collaborative Dynamics:

Within teams, fostering a culture of collaboration is paramount. True collaboration isn't about everyone being involved in everything but rather about trusting each other's expertise and contributions. Leaders play a pivotal role in nurturing this culture by fostering trusting relationships and upholding team standards. Encouraging open communication, embracing vulnerability, and instilling confidence in team members create a fertile ground for collaboration to flourish.

Accountability and Conflict Resolution:

In the face of conflict or underperformance, leaders must navigate with finesse. Accountability rests not solely on the individual but on the collective responsibility of the team. Leaders should encourage a culture of peer accountability, where team members hold each other to high standards. Addressing individual shortcomings requires a delicate balance of coaching and mentorship, guided by the overarching goal of fostering growth and improvement.

Conclusion:

Navigating leadership challenges demands a departure from conventional advice-giving towards a more nuanced and empowering approach. By embracing coaching, understanding context, and fostering collaborative dynamics, leaders can navigate complexities with confidence and efficacy. Ultimately, it's not about having all the answers but about empowering others to find their own path to success.

Unveiling the Power of Curiosity in Leadership

In the dynamic landscape of leadership, the journey is never static; it's an evolving process fueled by curiosity and a hunger for growth. Reflecting on something like the ingenuity of a child constructing something with LEGO bricks, we glimpse into the essence of leadership—a continual exploration of possibilities, and a relentless quest for improvement.

Leadership, akin to a masterpiece in progress, thrives on curiosity.

Beyond casting a vision and assembling a team, true leadership is about nurturing an insatiable curiosity about oneself, one's team, and the collective objectives. It's about embracing diverse perspectives, understanding how others perceive our leadership, and reveling in the boundless realm of curiosity.

WHAT IF YOU HAVE LOST YOUR PASSION FOR THE JOB?

When the intensity wanes, what happens when monotony threatens to overshadow passion? Transitioning from one role to another doesn't guarantee perpetual excitement; monotony can infiltrate any endeavor. Yet, amidst the mundane lies the catalyst for transformation—curiosity.

Acknowledging the mundane as an opportunity for exploration, I discovered a profound truth: curiosity is the antidote to boredom. By reframing tasks as voyages of discovery, the mundane becomes meaningful, and routine becomes rejuvenating.

CURE IT WITH CURIOSITY.

Transcending personal dissatisfaction, and integrating curiosity into the fabric of leadership revitalizes connections and fosters innovation. Embracing curiosity invites a symbiotic relationship between leaders and their teams, igniting collaborative fervor and unlocking untapped potential. As curiosity permeates, visions align, passions reignite, and the journey becomes a shared odyssey of growth.

So, let curiosity be your compass in leadership. Engage in a perpetual quest for knowledge, delve into the depths of understanding your team, and unearth insights waiting to be discovered. For within the realm of curiosity lies the transformative power to invigorate leadership, reignite passion, and cultivate enduring excellence.

What would it take for you to ignite more curiosity about your team? What can you learn from them? What insights could they offer on any of your current projects that you have not yet thought about?

Rediscovering Purpose: From Frozen Waffles to Fulfillment

As we enter the year's midpoint, it's a natural time to reflect on our experiences thus far and contemplate what lies ahead. This introspection isn't confined to individuals; it resonates across organizations, regardless of their size or structure. This same exercise happens across organizations of every size and business structure.  

During this evaluation and projection, I want to share a story that encapsulates a profound lesson:

Let Them Eat Waffles! 

This seemingly whimsical phrase emerged from a conversation I had with a plant manager a few months back. He oversees the production of electronic components, vital elements that find their way into countless products, from airplanes to household appliances. Yet, he described his role as mundane, almost inconsequential.

This assertion puzzled me. "Mundane?" I echoed. "Did you say grocery store freezers?" The significance of his work dawned on me. As a lover of frozen waffles, I realized the impact his role had on my daily breakfast routine. His loss of vision and passion could potentially disrupt something as seemingly trivial as my morning meal—a thought that stirred me to action.

Self-Actualization

At the core of this narrative lies the concept of self-actualization, a cornerstone of emotional intelligence. It's about discovering one's purpose and meaning in life, and the relentless pursuit of personal growth and fulfillment. Those who embrace self-actualization find purpose beyond mere occupation; they see their endeavors as contributions to something greater than themselves.

However, many struggle to bridge the gap between what they do and who they are. This disconnection can lead to a sense of purposelessness, overshadowing the significance of their actions.

Who You Serve

It's time to shift our focus from tasks to the people we serve. Whether you're delivering pizzas or managing an entire plant, your role extends beyond its immediate duties. You're nourishing families, fostering social connections, and ensuring essential components reach those who need them.

As leaders, it's imperative to reignite our passion and vision. Our teams rely on us to provide direction and inspiration. By reaffirming the significance of their roles and how they contribute to the greater good, we empower them to rediscover their purpose and drive.

CONCLUSION

As we embark on this journey of self-reflection and goal-setting, let's remember the lessons of the frozen waffles. Let's strive for self-actualization, finding purpose in our endeavors, and recognizing the impact we have on others. Let's redefine success not by what we do, but by whom we serve.

And in doing so, let's create a ripple effect of fulfillment and inspiration that touches lives far beyond our own.

Navigating Leadership Challenges: Empowering Growth and Development

In a recent engagement, I found myself immersed in a thought-provoking conversation with a client facing a compelling leadership puzzle. Amidst a recruitment phase, the client encountered a striking dilemma with an internal candidate. While brimming with confidence, ambition, and eloquence, the candidate faltered when confronted with "critical feedback." Despite diligent attempts to coax a response, silence prevailed, leaving the client puzzled. This scenario prompted deep contemplation on effective leadership approaches to foster individual growth while maximizing potential.

He was puzzled, and I could see why.

What are the best practices for a leader to implement to help someone see their weaknesses, and at the same time see their potential areas for development? 

Exploring Potential Challenges:

1. Lack of self-awareness.  A prevalent barrier in leadership evolution, insufficient self-awareness can obstruct the assimilation of constructive feedback. It entails comprehending one's strengths, weaknesses, and their implications across varied contexts.

2. Communication barriers.  Despite earnest communication efforts, barriers such as misinterpretations or internal distractions may impede genuine engagement. When internal dialogues overshadow verbal exchanges, effective communication becomes elusive.

3. Arrogance. Often intertwined with pride or self-absorption, arrogance can lead to a dismissive stance towards feedback. In this scenario, the candidate may acknowledge feedback superficially but fail to internalize its significance.

4. Perceived omniscience. While expertise is invaluable, perceiving oneself as all-knowing can hinder growth. Leaders must tread cautiously to avoid overestimating their knowledge and embracing learning opportunities.

5. Self-Regard Deficiency. Embracing one's entirety, including imperfections, is crucial for personal growth. Distorted self-perceptions can hinder acknowledgment of areas needing improvement, stalling progress.

Cultivating Growth Opportunities:

In leadership roles, embracing feedback and seizing growth prospects are indispensable. Reflecting on introspective questions such as "What constitutes my personal development opportunity?" fosters self-awareness and progress. Candid introspection empowers leaders to identify areas for enhancement and strive for heightened effectiveness.

Give these inquiries full breadth and stretch yourself a bit. Get honest with yourself and ask, "What do I need to work on that will allow me to be a more effective leader?"

Unlocking Leadership Excellence: 7 Essential Questions Every Leader Should Reflect On

In the fast-paced world of leadership, it's easy to get caught up in the day-to-day tasks and forget the importance of stepping back to reflect. Yet, purposeful reflection is not just a luxury for leaders; it's a necessity. It's what separates good leaders from truly exceptional ones.

As a leadership coach, I often ask my clients a simple yet profound question: How good are you at spending time in purposeful reflection? The reason for this inquiry is clear: leaders are adept at reflecting on the work in front of them but often neglect critical reflection on the processes that drive that work forward.

Consider this scenario: a leader meticulously reviews the talent in their organization but fails to reflect on their own biases or the overall outcome of their efforts. This lack of introspection can have far-reaching consequences, not only for the leaders themselves but for the entire team.

So, what can leaders do to bridge this gap and cultivate a culture of reflection within their organizations?

It starts with asking the right questions.

Here are seven essential questions every leader should reflect on:

1. Confirmation Bias: Are you seeking out proof that confirms what you already believe, rather than challenging your assumptions?

2. Hindsight Bias: Are you relying on outdated information or past mistakes to inform your present decisions?

3. Gender Bias: Are you unconsciously discriminating against individuals based on gender stereotypes?

4. Anchoring Bias: Are you allowing past experiences to unfairly influence your perceptions of current situations?

5. Available Thought Bias: Are you falling into the trap of defending your ideas simply because they were the first to come to mind?

6. Role Modeling: Do you see yourself as a role model for your team, and are you setting a positive example for them to follow?

7. Work/Life Balance: Are you unintentionally sending mixed messages about work/life balance by your actions?

Reflecting on these questions isn't just about self-improvement; it's about fostering a more inclusive and effective leadership style. It's about recognizing our own biases and blind spots and taking proactive steps to address them.

As leaders, we owe it to ourselves and our teams to pause, reflect, and strive for excellence in everything we do. So, take some time today or this week to ponder these questions. Challenge yourself to dig deep, confront your biases, and emerge as a stronger, more self-aware leader.

Remember, leadership excellence isn't achieved overnight, but with dedication and reflection, it's well within reach!

Lessons on Leadership From Mom: Culture Matters

I hope you had a wonderful weekend. As we dive back into the work week and our personal development journeys, I'd like to share some invaluable leadership insights gleaned from none other than my mother. Because let's face it, personal growth isn't complete without considering our wellness, and there's much to learn from the nurturing wisdom of maternal leadership. So, let's delve into the profound impact my mother's teachings had on my leadership journey.

LESSONS I learned about leadership from my mom:

Cultivating CULTURE

Growing up, my mother was the epitome of family-centeredness. Our home wasn't just a place for immediate family; it was a hub where grandparents, aunts, uncles, and cousins converged. My mom, a devoted "stay-at-home mom," created a familial culture steeped in safety and security, nurturing an environment where we thrived as kids.

Organizational culture experts like Dr. Boyd Johnson and Dr. Mike Linville would undoubtedly nod in agreement. After all, as my esteemed former boss, Tom Considine, often reiterated, "Culture eats strategy for lunch." Yet, it's a refrain that needs amplification within organizational settings.

Echoing Edgar Schein's insights, our human nature inherently craves social cohesion and safety. Establishing rules and regulations isn't merely about structure; it's about fostering an environment where individuals feel secure. My mother understood that safety breeds optimal performance, while threats trigger survival instincts, impeding cognitive function and receptivity to leadership.

Leadership, therefore, necessitates a nuanced approach – less about what's said and more about how it's received. My mom's blend of safety and discipline laid the groundwork for growth and well-being within our family unit.

SHOWING UP

In leadership, presence is paramount – it can't be delegated. My parents exemplified this principle, never missing significant life events, whether weddings, funerals, or milestone celebrations. They ingrained in me the importance of being there for others, no matter the circumstances.

Likewise, effective leadership demands active participation in the lives of followers. It's about prioritizing their milestones, meetings, and moments of crisis over personal agendas. By showing up, leaders foster trust and solidarity, strengthening the bond with their team.

EMBRACING Sacrifice

My upbringing in a humble, blue-collar neighborhood underscored the essence of sacrifice in leadership. Despite modest means, my mom ensured I never lacked essentials, fostering an environment of care and support that emboldened risk-taking.

Leadership isn't about privilege or entitlement; it's about selfless giving. Followers keenly observe the sacrifices leaders make – whether staying late to lend a hand or prioritizing their needs over personal leisure. In return, leaders earn commitment, loyalty, and heightened effort from their team.

Remarkably, these values seem scarce in many organizational cultures today. Perhaps therein lies the key: my mom never expected reciprocation. Genuine sacrifice, devoid of expectations, cultivates loyalty and commitment organically.

IN CONCLUSION

Reflect on these insights. Consider how they resonate with your leadership approach. Are there adjustments needed to better align with these foundational principles?

As Edgar Schein aptly puts it, organizational culture and leadership are inextricably linked. By embodying the nurturing ethos of maternal leadership – fostering culture, prioritizing presence, and embracing sacrifice – we pave the path for authentic connection, growth, and success within our teams.

Let's strive to lead with the same grace, selflessness, and wisdom exemplified by the maternal figures who've shaped our lives.

Reference: Schein, E. (2010). Organizational Culture and Leadership. San Francisco: Jossey-Bass. (p. 144).

Do You Share These Observations Regarding Leadership Momentum?

In the ever-evolving landscape of today’s leadership, it is crucial to continually reassess and adapt strategies for sustained success. As we continue to embark on another year of growth and development, it is imperative to reflect on the trajectory of our coaching practices, the relevance of our work, and our fulfillment within our professional endeavors. Let's delve into the currents of leadership momentum and explore actionable insights to navigate these dynamic waters.

As we go through a journey of introspection and planning for the future, it is essential to contemplate the evolution of our coaching practices. Amidst the influx of new clients, questions about the shape and direction of our practice arise. How many new clients will we engage with during the rest of the year? What transformations await both ourselves and our clients? By meticulously examining these inquiries, we pave the way for proactive planning and a mutually fulfilling year.

Moreover, a critical aspect of our professional growth lies in evaluating the relevance of our work with clients. Reflecting on past engagements offers invaluable insights into the effectiveness and significance of our contributions. Are the services we provide still relevant in today's rapidly evolving landscape? Are they meeting the evolving needs of our clients as they navigate their complex organizational challenges?

Momentum

Drawing inspiration from the concept of momentum in personal finance, we can apply a similar principle to assess our professional relevance. Just as our past performance informs future investment decisions, our past endeavors shed light on the trajectory of our impact and effectiveness. By conducting a thorough momentum analysis of our experiences, we can gain clarity on areas of strength and opportunities for growth.

Here are four key observations gleaned from this reflective process:

1. Cultivating Emotional Intelligence: In a world driven by cognitive prowess, emotional intelligence emerges as a cornerstone of effective leadership. These insights resonate deeply, emphasizing the pivotal role of emotional skills in fostering success, character, and meaningful relationships within organizations.

2. Fostering Relational Empathy: Amidst societal polarization, the art of empathetic understanding becomes increasingly scarce. As leaders, transcending our perspectives and embracing empathetic engagement fosters cohesion and collaboration amidst diverse viewpoints.

3. Embracing Flexibility in Ambiguity: In times of upheaval and uncertainty, the ability to adapt and thrive in ambiguity emerges as a defining trait of resilient leadership. Embracing a "new normal" requires a shift towards emotional flexibility and a proactive approach to navigating turbulent waters.

4. Nurturing Talent Connections: Despite economic fluctuations, investing in talent remains paramount for organizational success. Proactive engagement with talent fosters loyalty, innovation, and a robust foundation for future endeavors.

These observations serve as catalysts for meaningful dialogue and introspection.

Do you resonate with these insights, or do you have unique observations to share from your organizational context?

Let's embark on a journey of exploration and collective learning as we navigate the currents of leadership momentum together!

Embracing Growth: Understanding the Dynamics of Personal Change

In my coaching practice, a common inquiry I encounter is, “Can people truly change?” It's a query that resonates deeply, especially in organizational settings where the belief persists that individuals are inherently static, like leopards unable to alter their spots. However, science tells us otherwise. With every cell in our bodies regenerating every 7 to 10 years, the potential for change is undeniable.

But beyond the capability for change lies a more nuanced question, “Can people choose to grow?” The answer lies in individual agency and the conscious decision to evolve. Yet, amidst this journey of self-transformation, a crucial consideration emerges.

Will others acknowledge and accept this change?

Reflecting on my experiences, I've witnessed individuals navigating profound transformations for various reasons, encapsulated by three key motivations:

1. Intentional Evolution: Often, the motivation for change arises from a dissonance between one's intentions and their impact. An example is someone whose communication style inadvertently fosters misunderstanding despite their genuine intentions. Recognizing this misalignment can serve as a potent catalyst for personal evolution.

2. The Threshold of Pain: For many, change becomes imperative when the status quo no longer serves their aspirations. Whether escaping toxic relationships or unfulfilling careers, the discomfort of stagnation propels individuals towards transformative action.

3. Aspiration for More: Some individuals aspire for a life of greater significance, driven by an insatiable thirst for growth and opportunity. However, entrenched perceptions and past reputations can impede their trajectory, necessitating organizational support and recognition of their potential.

Despite the myriad of motivations driving personal change, the true litmus test lies in our capacity to accept and embrace these transformations. While we may profess openness to change, implicit biases and entrenched beliefs often cloud our perceptions, hindering genuine acceptance.

Ultimately, the responsibility rests not on changing others but on understanding and supporting their journey towards self-realization. By fostering environments conducive to growth and acknowledging the multifaceted nature of personal evolution, we can cultivate a culture of acceptance and empowerment.

So, the next time you ponder the question of change, perhaps shift the focus inward.

Can you wholeheartedly embrace the transformative journey of those around you?

After all, the true measure of change lies not in its occurrence but in our willingness to embrace it.

Team Health: Journey to High Performance and Synergy

A few years ago, I found myself at the helm of a discussion with a high-performing team comprised of industry "top guns." These professionals, with a contact list reaching deep into influential customers, had consistently achieved remarkable results, hitting yearly goals well before the third quarter. However, a crucial realization emerged – true excellence and invincibility arise not just from individual prowess but from the collective health of the team.

TEAM HEALTH

Team health, akin to human health, operates on a delicate balance. Just as extreme performance can have detrimental effects on physical health, overemphasizing certain aspects of team performance without considering the holistic system can lead to short-term success and long-term damage.

Reflecting on this concept, I recalled a conversation with a physician friend actively involved with consulting for athletes. He recounted a meeting preparing marathon runners for a race, where 40% of the physician-runners under 55 had heart stents. High performers, regardless of the discipline, must consider all systems contributing to their performance to avoid breakdowns.

My mission, assigned by the organization, was clear – the team needed to recognize themselves as leaders within the organization, requiring self-awareness and self-leadership. This called for double-loop learning, challenging fundamental assumptions and redefining performance.

exploration and advancement

To shift the team's perspective, we explored two ways to encourage learning:

The exploration involved stimulating innovation through exercises like improving listening skills. By listening intensely, the team learned to understand diverse perspectives within the organization, fostering much-needed synergy.

Advancement, on the other hand, focuses on improving existing processes while incorporating innovation. Unhealthy conflict resolution patterns were identified and addressed. Instead of internalizing issues, the team learned to be assertive and flexible in their conflict styles, fostering a healthier and more productive work environment.

As a leader, caring for your team's health is paramount.

Continually exploring and advancing through learning opportunities will not only improve team dynamics but also pave the way for sustained success and organizational synergy.

Redefining Resolutions: Crafting Your Leadership Vision for 2024

Have you ever been told to eat more carrots for better vision? It was a common piece of advice from my mom when I was younger. Despite the wisdom, it didn't prevent me from needing sight correction as I grew older. Similarly, the new year is here and we're bombarded with advice on setting goals, but merely setting them isn't enough.

Sure, resolutions are about firm decisions, aiming to reshape aspects of our lives. Over time, I've crafted various New Year’s Resolutions spanning personal, professional, family, and spiritual realms—and I have always had great intentions. While there is nothing wrong with setting a goal, it can be a bit meaningless if it is not aligned with the vision of who you want to be as a leader. 

Your Future as a Leader

This year, consider adding a new dimension: leadership.

Imagine yourself evolving into the leader you aspire to be. Here are ten thoughts to fuel your contemplation on leadership resolutions for the upcoming year:

1. Reflect on becoming a great leader, identifying barriers hindering greatness.

2. Prioritize values over vision.

3. Balance work and contemplation; less doing, more thoughtful planning.

4. Define your personal value proposition, akin to a brand's identity.

5. Identify key networking opportunities within your organization.

6. Embrace FeedForward—offering solutions rather than just observations.

7. Break the cycle of negative thinking hindering progress.

8. Incorporate rest into your work routine for enhanced performance.

9. Assess emotional intelligence and its impact on reactions.

10. Develop a sustainable plan for change and seek coaching for accountability.

Embarking on this leadership journey, I anticipate sharing insights and exploring topics relevant to your interests. May this upcoming year be one of productive and effective leadership for you and your loved ones.

Wishing you and your families a new year filled with growth and success.

Evaluating Leadership Momentum: Reflections, Trends, and Future Pathways

The holiday period between mid-December and mid-January often sees a lull in new coaching or training engagements. It’s a period I've come to utilize for reflection and planning, a time to ponder on the trajectory of my coaching practice for the upcoming year while working with existing clients and welcoming new ones.

As I stand on the threshold of a new year, pivotal questions arise: How many new clients will I engage with? Who will they be? What shape will my coaching practice take in the months ahead? Contemplating these queries is vital for proactive planning, ensuring a successful journey both for me and my clients.

Beyond client engagements, I dedicate time to scrutinizing the nature of the work I’ve undertaken in the past year. Examining my calendar reveals numerous instances of teaching, training, facilitating, coaching, and content creation. Yet, I confront a challenging query: Is this work still relevant? Is it impactful for those who seek my guidance in fostering leadership within their organizations?

Personal reflection becomes paramount. Analyzing how I allocate my time and comparing it with what truly brings me fulfillment in my professional life is integral. In this pursuit, I borrow from the concept of momentum—an idea not only confined to finance but also applicable to assessing relevance in various domains.

My reflective journaling has led to several observations:

Drawing from a financial newsletter I follow, momentum signifies the tendency for recent performance to persist shortly. Analogous to objects in motion staying in motion, it represents an objective measure for strategizing based on real data rather than impulsive decision-making prompted by fleeting external influences.

Emotional Intelligence Endures: The significance of emotional intelligence remains pivotal in leadership development. Dan Goleman aptly encapsulates this by emphasizing EQ over purely cognitive abilities. Organizations often overlook this crucial aspect while emphasizing skill sets and intelligence.

1. Relational Empathy Deficit: In our polarized world, understanding diverse perspectives seems to have taken a back seat. Leaders are increasingly entrenched in their viewpoints, neglecting the skill of empathizing and comprehending others' perspectives, causing a rift in ineffective leadership.

2. Adapting to Ambiguity: Turbulent times necessitate flexibility. Leaders are confronted with ambiguity and change, requiring emotional adaptability and support for their teams amid uncertainty.

3. Nurturing Talent Connections: The current robust job market underscores the importance for senior leaders to actively engage with and nurture talent within their organizations. This involves more than just assessing returns on investments; it's about fostering connections and understanding the aspirations of the workforce.

I invite you to share your thoughts on these observations or contribute your unique insights about your organization. Let's connect and delve into these observations or explore your perspectives as we embark on the possibilities for next year.

Warm regards,

Scott

Having the Courage to Speak Truth to Power in Leadership

in the realm of leadership, a crucial yet daunting task is the ability to communicate truths that challenge the status quo. Henry Kissinger once remarked on the challenge young leaders face when delivering uncomfortable truths to those in positions of authority. This act of 'speaking truth to power' involves presenting contrary information up the hierarchical ladder, often met with potential repercussions that can range from rejection and dismissal to humiliation and isolation.

The weight of this challenge is considerable. Young leaders often find themselves at a crossroads, withholding essential information due to the fear of negative outcomes. However, there exists a significant upside to sharing concealed insights with a leader:

• Recognition for valuable input

• Inclusion in decision-making processes

• Appreciation for displaying courage

• Acknowledgment of one's contribution

Despite the inherent risk and tension in 'speaking truth to power,' it remains an essential responsibility, influenced by various factors:

• Organizational culture and its tolerance for information sharing

• Personal risk tolerance of young leaders

• The leader's historical response to different opinions

Receptivity of the Leader

The burden of initiating these difficult conversations can be likened to wearing a shirt made of lead. However, the duty lies not solely on the deliverer but also on the receiver—particularly senior leaders—to create an environment conducive to open communication. The senior leadership's ability to foster an atmosphere where individuals feel empowered to share crucial information plays a pivotal role.

In a fast-paced organizational landscape driven by a 'get-it-done-now' culture, the pressure to survive often eclipses the necessity to foster an environment of open dialogue and shared truths. As leaders, it becomes imperative to cultivate a culture and persona that welcomes diverse voices and viewpoints.

5 Actionable steps

Here are five actionable steps for leaders seeking to gather comprehensive information crucial for making well-informed decisions:

• Slow down your cadence: Rushing through decisions often leads to tunnel vision. Take deliberate pauses, allowing yourself to explore multiple possibilities.

• Cultivate curiosity: Suspend the need to assert your perspective immediately. Instead, invest effort in understanding others' viewpoints before forming conclusions.

• Express gratitude: Acknowledge and appreciate inputs, even if they challenge your assumptions. Simple acts of gratitude foster a more inclusive and respectful environment.

• Reflect: Engage in introspection at the end of each day. Analyze interactions objectively, focusing on understanding motives and responses without defensiveness.

• Develop your leadership soul: While intelligence and skills are crucial, investing in the inner growth of your leadership persona is equally vital. Explore avenues to nurture and develop your leadership essence.

In navigating the complexities of leadership, embracing the courage to voice uncomfortable truths while fostering an environment that is valuable to such conversations is pivotal. It's in this synergy of openness, reflection, and proactive development that leaders can truly cultivate an atmosphere where every voice is valued and heard.

Homework:

Select one action from the previously mentioned list and practice it consistently for a week. For instance, consciously express gratitude in every interaction or communication you have. Reflect on how this practice impacts your leadership approach, and share your experiences here.

Empowering Teams: Redefining Leadership in Times of Work Overload

As the year winds down and the festive season is here, it is common to witness a prevailing feeling among colleagues and team members. Many express sentiments such as:

• “Let's shelve this until next year; I'm at full capacity for now.”

• “Our team feels stretched thin with everything happening at the moment.”

• “There's an overflow of priorities on everyone's plate right now.”

• “I'm undervalued amidst the chaos; there seems to be a lack of recognition for the small but essential efforts. No one says thank you anymore.”

While reading this, reflect on how you and your team might be feeling:

• Overwhelmed?

• Underappreciated?

• Stressed for various reasons?

Job Crafting and The Research

Amidst these sentiments, a relatively new concept in leadership discussions has emerged—job crafting. This concept of job crafting has been hailed for fostering motivation, self-actualization, and a sense of purpose in work.

Research in The Leadership Quarterly by Elizabeth Solberg and Sut Wong delved into employees' perceptions of their ability to craft their roles amidst work overload. In simpler terms: Can individuals adjust their job responsibilities when feeling overloaded?

Job crafting is often seen as proactive behavior, reflecting self-initiation to instigate necessary changes. However, it is not always anticipative; rather, it is a response to the current workload. Reacting to the present workload seems more common than strategically shaping future responsibilities. The "tyranny of the moment" significantly influences our ability to craft our roles according to our needs.

The study highlights two crucial factors when employees feel overloaded: their perception of a positive resolution and the leader's need for structure.

Considering leadership and follower dynamics, accountability plays a pivotal role. Employees coping with work overload require both adaptability and the initiative to alleviate it.

However, it’s not just the follower's accountability that matters. The leader's control also significantly impacts the team. Research by Dragoni and Kuenzi suggests that leaders who display controlling behavior influence followers to exhibit less freedom or autonomy. Essentially, the more controlling the leader, the less likely the follower will exhibit the freedom to ease work overload.

In times of overwork and stress, maybe the blame doesn't entirely fall on the holiday season or even year-end tasks. Perhaps, it’s the leader's need for control. When leaders exude excessive control, it heightens the workload further, compelling followers to rely more on their guidance.

As a leader, consider this:

• How can you loosen control of the reins and empower your team?

• What value might granting your team more freedom bring to the overall effectiveness of your team?

I think that this holiday season, the gift of letting go of control might not only relieve stress for all but also foster a more empowered and productive team dynamic.

Mastering Emotional Resilience in the Face of Organizational Challenges

In every organization, navigating significant changes can be a daunting task, testing your emotional balance. You might think, "It's easy to use these tools when things are going well, but how do I stay emotionally resilient when things take a downturn?" The truth is, even in the midst of changes that may impact your role, it's nearly possible to maintain your emotional well-being.

Many situations can be challenging for leaders to handle: downsizing, merging, restructuring, relocating, introducing new leadership, facing project failures, and dealing with ethical or moral dilemmas, among others. Essentially, any change that disrupts your regular routine can be demanding. These situations don't have to be disastrous, but they often involve change that takes you out of your comfort zone.

When your organization experiences a breakdown, it's a tough situation. Emotions run high and people are on edge. The key is to acknowledge the emotions while preventing negativity from taking over. This is the essence of emotional resilience.

Bad things will happen, but as a leader, how can you build your own resilience and guide others toward a brighter future?

The first step in becoming a resilient leader during times of tension and complexity is to be aware of and manage your emotions. In an issue of Leadership Quarterly, Laura Little, Janaki Gooty, and Michelle Williams explored "the role of leader emotional management." Their study of 163 leaders and their followers concluded that when followers perceive that a leader is effectively managing emotions, focusing on meeting expectations, and creating a vision for the future, they have greater confidence in the leadership being provided to them. Alternatively, when followers perceive that leaders suppress their emotions, it leads to a lack of leadership and job satisfaction among their followers.

So, what can you do as a leader to foster effective leadership in challenging times? How can you meet expectations while instilling hope and a sense of purpose in your followers during tough situations?

Consider adopting the "CHECK" approach to maintain your emotional balance:

Consider the Situation

• Observe the situation objectively.

• Identify the emotions it triggers and their root causes.

• Examine whether your emotions are creating false expectations that need managing.

Hear from Others

• Seek input from two or three trusted individuals who can offer valuable perspectives.

• Avoid overindulging in opinions, as it can lead to unproductive gossip and negativity.

Eliminate Negativity

Martin Seligman, past president of the American Psychological Association tells us we need to develop a “positive explanatory style." This is not “The Power of Positive Thinking” we all have heard about. It is much deeper than this. Seligman says, “What you think when you fail is crucial.“ How you explain things to yourself when they don’t go your way is the difference between helplessness and being energized.

• Acknowledge that pessimism suggests there's no hope or solution, which is not true.

• Filter out non-constructive thoughts and focus on constructive solutions.

• Cultivate a "positive explanatory style" as suggested by Martin Seligman, past president of the American Psychological Association. This says that how you explain things when they don’t go your way is the difference between helplessness and being energized.

Create a Plan - Organize and Carry Out

• Define your desired outcome and work backward.

• Document the necessary steps to achieve that outcome.

• Clearly envision success before implementing your plan.

Keep Your Head Up - Stay Consistent, Present, and Motivated

• Stay positive and resilient, no matter the challenges you are facing.

• Find ways to step back, clear your mind, and rejuvenate yourself to stay focused and motivated.

HOMEWORK

Reflect on this acronym and how it can be applied to a challenging situation you're facing.

Write "CHECK" on a note and place it somewhere visible as a reminder of this process. Whenever you see it, contemplate how it can be utilized to address the tensions affecting you and your organization.

7 Steps to Effective Leadership Coaching

Have you ever felt the itch to start a new project, only to be held back by the fear of the unknown? Perhaps you have watched others dive into the world of social media branding or hesitated for months before considering starting a blog of your own. You're not alone in this struggle.

I vividly recall this type of internal battle when the idea of starting this blog first crossed my mind. For over a year, I grappled with self-doubt and nagging questions: Should I really start blogging? What do I have to say that is worth sharing? What will others think of my thoughts and ideas?

Then, one day, I stumbled upon a podcast by Michael Hyatt, and his words were a game-changer: "Stop thinking about it and start doing it." Those simple, actionable steps he shared gave me the boost of confidence I needed to embark on this journey. And here I am today, years later, reaping the rewards of taking that leap of faith.

It also got me thinking that there are probably many others like me facing similar challenges. Perhaps you are hesitant to step into the world of coaching because you are not sure where to begin. If only there were a clear, step-by-step guide that could instill the confidence you need to get started, right?

That's where my experience comes into play. I reflected on my initial coaching sessions, and I have distilled some core elements that can make every coaching engagement successful. I've outlined these seven steps below to help you kickstart your journey:

7 Steps to Successful Coaching

1. Begin with an open mind :

   Coaching does not happen in a vacuum. We all bring our biases and preconceptions. But as a coach myself, it is crucial to approach every client with an open mind. See them as whole and healthy individuals. Even if you have received different information from others, focus on what your client is telling you.

2. Get to know your client:

   Effective coaching begins with understanding your client on a deeper level. Learn about who they are, their life story, what they do, and what they hope to achieve. Consider crafting a set of universal questions that you can apply to any client, and consider using personality assessments for additional insights.

3. Confirm with the client:

   Validation is key. It is essential that you verify the collected data with your client, ensuring they are confident that you understand their perspective.

4. Compare the data to a standard:

   Once you and your client agree on the collected data, compare it to an acceptable standard. The client must also agree with this standard. If they do not, the data loses its relevance.

5. Identify gaps:

   Gaps represent the space between your client's current behavior and the agreed-upon standard. They reveal the difference between where the client is and where they want to be. Discuss these gaps with your client, gathering real-life examples to illustrate them.

6. Set a plan to close the gaps:

   When crafting a plan with your client, focus on one or two specific actions. This "Stop/Start/Continue" model can be invaluable:

   • What behaviors should they stop?

   • What should they start?

   • What should they continue?

   Don't underestimate the power of 'continue' - often, clients are already doing many things right.

7. Establish a follow-up date.

   This is where most coaching relationships falter. Set a date for follow-up at the end of each session. It maintains accountability and strengthens the coaching relationship.

Leadership coaching is a valuable skill that helps individuals transform their aspirations into actions. Whether you are a professional coach, a supervisor, or a parent guiding a youth soccer team, these seven steps can make a world of difference in your journey toward success.

Homework

Identify someone in your life who could benefit from your coaching style or think about someone you are already coaching.

Reflect on your coaching approach - have you followed all seven steps for a successful coaching relationship? Are there any areas you have missed? And how can these steps help you improve not only your coaching but also your own personal growth?

Share your experiences; let's grow and learn together.

The Essential Role of Leaders: Being Your Team's Lifeline

A few years ago, after a much-needed vacation, I decided to set aside some extra time for writing and research. During this period, my interactions with my coaching and training clients were limited to text and phone conversations. Back then, remote work was not as common as it is now, and this transition was quite a novel experience for me.

About 10 days into this remote working experiment, I noticed something unusual. I was beginning to feel a bit down. It wasn't a full-blown depression, but rather a subtle sense of decline in my overall mood. It felt like I was slowly sinking, and this puzzled me. After all, I had just returned from a relaxing vacation, and I had plenty of meaningful work ahead of me.

But, despite all these positive aspects, there it was—a distinct feeling of not having enough connections to sustain my love for my work.

A lifeline, as defined, is a rope or line used for life-saving, typically thrown to rescue someone in difficulties in water or used by sailors to secure themselves to a boat. Life can throw us into situations that give us a similar feeling of sinking or being stuck. When we lack support to anchor us, we can start to feel alone and hopeless.

From time to time, every one of us needs a lifeline of care and compassion from others.

Understanding Basic Human Psychology

It's widely recognized in the field of psychology that the feeling of isolation can be a key determinant for a wide range of human ailments, from depression to even premature death.

In fact, The Wall Street Journal reported that there are surprisingly few public health initiatives to combat loneliness, despite its status as a health risk "riskier to health and survival than cigarette smoking or obesity."

So, is loneliness a bigger health risk than smoking or being overweight?

If loneliness indeed poses a greater health risk than smoking or obesity, it becomes a matter that leaders should pay much closer attention to. Are there individuals within our sphere of influence who desperately need a lifeline?

The Impact on Leadership

In a revealing study published in October 2017 in the Journal of the American Geriatrics Society, researchers delved into the impacts and categories of social contact, or the lack thereof, that might predict clinical depression. Their findings were illuminating.

They studied over 11,000 people over the age of 50 and found that only face-to-face interaction forestalled depression in older adults. Phone calls made a difference for those with a history of mood disorders but not for others. Surprisingly, email and text messages had no impact at all.

The lifeline that people need, according to this study, is face-to-face interaction.

What Can Leaders Do to Be Part of the Solution?

As leaders, we hold a unique position of influence and responsibility. We can be intentional in providing the lifeline of care and compassion that others may desperately need. Here's how we can adapt a list of steps from Mayoclinic.org, designed to prevent depression, to leader-follower interactions:

• Become Attuned to Stress: Understand what stress looks like for those on your team. Learn to recognize early signs and be proactive in addressing them.

• Regular Team Meetings: Schedule regular meetings with your team members, ideally every 1-2 weeks, or as often as possible, taking appropriate COVID precautions. Prioritize these meetings to foster connections and open communication.

• Listen and Ask Questions: In your interactions with your team, spend most of your time listening and asking questions rather than immediately jumping into "solve mode." Your genuine interest in their well-being can serve as a lifeline of support.

• Face-to-Face Interaction: Whenever possible, meet with your team members in person. If not feasible, use video chat options like FaceTime or Zoom to maintain a more personal connection.

• Boost Confidence: Give your team members assurances that you believe in them and their capabilities. Building their self-esteem can be a powerful form of support.

• Learning from Mistakes: Foster a culture that encourages learning from mistakes. Let your team know that setbacks are part of the journey, and it's an opportunity for growth.

• Spot Check-Ins: During times of high stress, perform spot check-ins with your team members to ensure they are coping well and provide additional support if needed.

• Early Support: If a team member seems down or faces challenges, ask about it early. Your proactive approach can be the lifeline they require.

• Mini-Sabbaticals: Consider offering frequent mini-sabbaticals as a way to rejuvenate and recharge your team's spirit.

How often are you connecting with those you lead? How intentional are you in making connections? Who on your team appears to be struggling and could use the reassurance that you believe in them?

Your lifeline of care and compassion might be precisely what's needed to help your team reach its peak performance. In leadership, as in life, genuine connections and support can make all the difference.

The Secret to Self-Reflection

A while back, I had a conversation with a young man who was interested in applying for his first leadership role. This young soul recounted all of his accomplishments to me: bonuses earned, awards won, and recognition given to him by his organization for his outstanding performance.

As he continued to try and convince me that he was ready to take the next step, I sat back and thought, “Why is he trying to persuade me?”

The Conversation Was Quite One-Sided

As I continued to listen during the conversation, my thoughts turned and I realized that he was not trying to convince me, he was trying to convince himself. Even though he had received rewards and recognition, he knew in his heart of hearts that he was not ready for the role. His peers were being promoted all around him, and this caused him to take on their call as his own.

My role as a coach was not to judge whether he was ready or not, my role was to help him explore his reality so that he could make informed decisions about his own life. After he stopped talking, we ate in silence. A long and very uncomfortable pause ensued, and I said. “You're not ready.” My intention was not to judge him, but rather to shock his ignition and get him thinking.

He immediately became defensive. "What do you mean I am not ready?" he asked. Immediately, he launched into his list of accomplishments again. I let him go on until it seemed he was out of breath. When he finished I said, “You have all the WHAT that you need. You have all of your individual contributions. You have shown your skill and capability. I think you might be missing the HOW.”

“What Do You Mean by the How?”

When he asked me this, I turned to one of my favorite modern-day philosophers, Parker J. Palmer, who wrote, “I now know myself to be a person of weakness and strength, liability and giftedness, darkness and light. I now know that to be whole means to reject none of it, but to embrace all of it.”

My young friend was still trying to embrace all of his strengths as an individual contributor. He was still selling to himself the idea that these attributes were enough for him to lead others. He was also not being completely honest with himself or in his description of his accomplishments. He was grandstanding, and frankly, it made me uncomfortable just listening to it.

So I asked him, “Would you tell me about a time when you worked on a project that did NOT succeed?” Long silence again. I could tell he was stuck.

The thinking in his head must have been like a game of chess, calculating his next best move. He was probably thinking that if he told me about an unsuccessful project then he was admitting to failure and that he would look bad, but if he didn’t tell me anything, then he would look arrogant. I could just see the thoughts rolling around in his head like a pair of dice being shaken. I said, "You see, what Palmer is saying is that you have to know your whole self. We all have strengths and we all have weaknesses. Until you are ready to embrace your weaknesses, I don’t think you are ready to lead. Begin to think about HOW you accomplished your work, then frame your story around that.”

Self-Regard: The Ability to Respect and Accept Yourself

Self-regard essentially involves liking yourself the way you are. This competency ensures the leader has enough self-confidence that others would want to follow them. That their self-worth is balanced with enough empathy that the leader is going to be able to get through good times and bad.

Eleanor Roosevelt is famous for saying, “No one can make you feel inferior without your consent." People who have positive self-regard have a real sense of identity and work to overcome feelings of inadequacy or inferiority.

In order to lead others, you must have enough confidence to lead yourself. Then, you must have enough empathy to realize that leadership is not about your identity, but your relationships with your followers that matter. Appreciate your positive qualities, and accept your limitations. Know your strengths and weaknesses. Learn to like yourself. After all, if you don’t, why should they?

Reflection Question:

What value would it provide for you to understand your strengths, and what would it feel like for you to embrace your weaknesses?

If You Hate Change, You Are Not Doing It Right

I have to tip my cap to you! You read the title of this post, and even though it had the word change in it, you continued reading. As a reward, I want to present you with 6 strategies that will help you get your mind right when change is imminent in your life.

Over the past few years, my mantra for this topic of change has been that “people don’t resist change, they just resist being changed.”   We all know that our organizations have to change to stay competitive in the marketplace. How many of us go into a grocery store or a pharmacy and have the person checking us out actually press buttons to get the cash drawer to open?  Not many anymore, right? To that end, how many of you paid cash for any of your purchases last month? Times and technology change, and they change fast.

We don’t always resist change, but we tend to rebel against ourselves being changed. The idea of being changed means that we must leave behind the status quo to become something new. 

For example, I don’t resist the idea of needing to lose 10 pounds, but I don’t want to give up the potato chips that I eat with my lunch. I don’t resist the idea of needing to exercise, but I don’t want to get up an hour early to do it. I know I need to stay calm when something doesn’t go my way, but I don’t really want to make an appointment with a coach to work on my issues.

My 6 Strategies for Adapting to Change:

1. Get Your Mind Right. It is important for you to feel some positive emotions around your feelings of change. If you feel anxious, what do you need to do to turn this anxiety into a more positive sort of excitement?

   • Howard Gardner in his book Changing Minds reminds us to prepare for the barriers that will come when we make changes to ourselves.

   • Anticipate these obstacles and the emotions that will come with them. Then as they happen, you will not be surprised, and they will not have the triggering effect on you they otherwise could have had.

2. Commit to Being Changed. There is no better way to do this than to write it down. I think the first step after becoming aware of a change that you need to make is to commit to it.

   • Why not write down what is being changed and share it with a few people? Then you are held accountable.

3. Understand Your Change Preference.

   • Some of us actually love the idea of change and innovation. We are the first in line when new technology is launched. Others of us are much more conservative and we are more comfortable with what we already know and is predictable.

   • Where most of us actually sit though when it comes to our preferences around change is somewhere in the middle. Researchers call these folks pragmatists, and they might not be the ones who are first in line for new tech, but they certainly will buy the current model before the next one launches (or soon thereafter). 

4. Value Your Change Preference and Act. My good friend Joe Laipple in his book Rapid Change urges leaders to look for natural consequences when they are making changes. Part of valuing something is weighing the positive and negative attributes.

   • So those of you who hate change may appear cautious and you may move slowly so as to not be hurt by the change. However, on the flip side, you can be seen as inflexible and not wanting to work with others.

   • You all know the positive and negative sides of your change preferences, and you find a lot of value in your approach to change. So, with what you know about yourself, find some positive natural consequences while you are changing.

     • Rapid Change recommends things like having fun, making it easy, making it simple, making it quick, and having it feel effortless. As you are changing, the more simple and positive you keep it, the more your desire to act will be. 

5. Plan to Be Resilient. No change process ever goes 100% the way it was planned. There are always things that get in the way, barriers to overcome, and stressors that will try and limit your effectiveness. There are three big ideas to consider when it comes to being resilient:

   1. Stay committed. Life is meaningful even when it is hard. It was worth it for you to start the change, so stick with it.

   2. Stay challenged. Change is supposed to be hard, that is the whole point. Don’t quit because it is hard. Finish and celebrate how hard it was.

   3. Stay in control. With this change, you believe it is the right thing to do and you are making sure you will make a difference in the world. Do things like managing your impulses, getting enough sleep, and eating, right. Have some fun with the journey.

6. Celebrate Your Wins Often. We need to stop looking at change as an event and look at it as more of a process. Doctors do not give newly diagnosed diabetic patients shots of insulin for a month and then declare them cured. Diabetes treatment is a combination of behavioral changes that if implemented can extend a person's life because diabetes is chronic.

   • Change is more of a lifetime or a career process Since change often has a longer-term focus, ensure you are recording milestones and when you hit them, and taking the time to celebrate. However, if you don’t quite hit the milestones, why not celebrate the effort you put into trying to make it happen?

Patience and Urgency:

My encouragement for you as a leader is to embrace the feeling of being uncomfortable as you grow and have patience with yourself. If you are feeling resistance to a change, try turning it around so that the feeling becomes more positive and encouraging. As you do this, celebrate the fact that your emotions were telling you to stay where you were, but you saw the urgency and were able to overcome it and change. Remember, if you hate change, you are not doing it right!

Patience: A Strategy for Getting Unstuck

Years ago, I worked with a business leader who had an incredible vision for his organization. He was a passionate leader with excellent communication skills and so much energy for his mission. He was intellectually and morally solid and cared deeply for the people in his organization.

But He Was Stuck.

His organization just could not grow the business past a certain industry-standard metric. However, the stagnation issue became evident as we looked over some feedback provided by his peers. One of the interview questions I ask the peers of my clients (as a routine part of my data gathering) is, "What is the vision this leader has for the organization?" After several interviews, the collective response was, “The vision is very clear, but we have no idea what steps we need to take to get started. It is like he has been dreaming of this his entire life and we are just catching it for the first time."

As I presented this feedback to the leader and we went over the data together, his knee-jerk reaction was: “We don’t have time to wait for them to process this. The time is now! They need to get on board or get out of the way. We are going to miss our opportunity. The timing is just right!"

So I asked him, “Is it their lack of urgency, or could it be something else?”

After thinking it over with him for a while, we discovered that there was not a lack of urgency on the part of the organization. There was, however, a lack of emotional connection between the leader and his team. The urgency that the leader was feeling for vision implementation and change was being offset by his lack of emotional connection and patience. People in organizations need time to absorb, process, and own the vision themselves. They need patience.

Patience is devoting the appropriate time and attention to others in ways that enhance meaningful interaction.

Patience is suspending your personal needs for satisfaction and action.

Patience seeks to slow down fast-paced exchanges with others in order to facilitate better decision-making.

Patience is not racing ahead in the thought process while missing information that others are endeavoring to share.

Patience is not wasting opportunities to encourage, inspire, and motivate others.

In leadership development, it is always important to keep your perspective on a leader who is not connecting emotionally with his team. Without this emotional connection, it is virtually impossible to have the social intelligence needed to achieve organizational effectiveness.

There are a number of reasons a follower may choose to align with a leader. Fully committing to the vision of the leader is a quintessential desire that followers have. What they receive in return for committing to the vision of the leader is an emotional connection with that leader.

In our case study above, the leader has a choice. He can either move forward with his urgency and risk losing his entire vision. Or, he can proactively slow down and take the time to encourage, inspire, and motivate his people. By embracing patience and connecting emotionally with his team, he can catapult the vision to the next level with everyone on board.

How are you connecting emotionally with your team? I’d love to hear your comments.