Imagine holding handfuls of puzzle pieces that you are trying to assemble, without having access to the box that illustrates the finished picture. Around you are others who find themselves in the same predicament. You all hold pieces of each other’s puzzles. And you also have the ability to help each other tune into what the finished image looks like.
Though this may seem more like nothing more than an amusing simulation, it is quite fitting as a metaphor for the power of connecting with other minds.
It took me awhile to recognize and utilize this power myself. Many of us have been conditioned to believe we must figure everything out on our own, work independently, practice self-sufficiency. But over the years, I’ve become more and more convinced that working with others in groups allows us access to answers we would be hard pressed to find anywhere else.
The other day I mentioned to a Fortune 100 client that I had just returned from a three-day mastermind event. His response, “What is a mastermind?”, reminded me of the fact that until I became an entrepreneur, I wasn’t familiar with the term (or the benefits of) masterminding either.
Napolean Hill is among those who made popular the concept of the mastermind. He defined it as “two or more people who work in perfect harmony for the attainment of a definite purpose.” Hill went on to say “It is the principle through which you may borrow and use the education, the experience, the influence and perhaps the capital of other people in carrying out your own plans in life. It is the principle through which you can accomplish within one year more than you could accomplish without it in a lifetime if you depended entirely upon your own efforts for success.”
Masterminds can take many forms.
- They can be large and formal (like the one I attended a little over a week ago), or small and intimate (like engaging in a conversation with a coach, mentor, or trusted colleague).
- They can be organized around a specific concept or theme, with the intent to delve more deeply into specific concepts and glean insights into their application, like the mastermind meetings I facilitate in my Real Leader’s Guide to Freedom & Flow Group Intensive Program.
- They also can be created to solve a specific problem, or to provide people the opportunity to work together to collectively solve a variety of problems.
The benefits of a mastermind are worth exploring, and its power is often overlooked and unfortunately untapped. Below are three pitfalls many executives unwittingly fall into that engaging in some form of masterminding can help you to avoid.
(1) Getting so entrenched in problems that you cannot see the solutions.
The pace of business has many executives running from one thing to another in a hopelessly reactive state that often keeps them from pausing long enough to recognize what is really going on and what must be done to address it. In a rush, solutions are often devised to address symptoms without getting to the true root of the problem. People fall into a state of autopilot that has them acting operationally instead of strategically. As a result, solutions are short lived and run the risk of causing more problems than they solve.
This is the equivalent of trying madly to put puzzle pieces together that simply don’t fit.
The benefit of utilizing a mastermind to identify solutions is that it allows you to connect with people who can help you snap out of a frenzied, somewhat unconscious state to ask the right questions, consider the best approaches to truly understanding the underlying dynamics of a problem, and benefit from perspectives different than your own. This allows you to see what you previously missed, and provides the space necessary to drop into a richer understanding of what must be done.
In pausing long enough and looking deeply enough to ensure you have the right pieces, your puzzle comes together in a way that is functional and sustainable.
(2) Failing to recognize and work through the resistance that keeps you from taking necessary action.
Sometimes the best solutions evade us because we hold assumptions that keep us from believing they are possible, or that we have the ability to execute them. Our beliefs about what it will take to succeed can keep us from even entertaining the possibilities before us. In short, the solutions may be right in front of us, but we don’t see them because we are in a state of overwhelm, frustration or doubt that obstructs our view.
This is the equivalent to not being able to envision what the completed picture looks like and not recognizing that you hold in your hands the pieces necessary to assemble it.
When you mastermind with others, they approach the problem/opportunity without any of the emotion, drama, and limiting assumptions that come from being entrenched in it. As a result, they are able to see clearly and point things out for you that you cannot see on your own. They can ask you questions and offer observations that help you cut through the clutter that obscures your view and help you see the irrational nature of assumptions you may not be willing to challenge on your own.
With a clearer view, you are able to discern a better visualization of the picture your puzzle is designed to create and recognize that you have the very pieces you need. You also gain the support and courage necessary to lay them down and piece them together.
(3) Wasting time and experiencing unnecessary frustration working in isolation to figure things out.
Regardless of what problem or opportunity you are facing, there is someone, somewhere who has been through something similar, who knows something you may not. And yet many of us insist on doing things ourselves, reinventing the wheel, and failing to leverage the knowledge, experience and insight all around us. This can result in countless hours, weeks, months and even years of time spent doing something that could have been solved or created in a fraction of time, without the whopping pain that comes from repeatedly banging your head against a wall.
It is the equivalent of failing to recognize that others hold pieces of our puzzles that they would gladly offer up, if only we had the willingness to ask.
When you mastermind with others, you not only gain access to potential solutions, approaches and tools you didn’t previously have, you also benefit from learning lessons others gained through mistakes – without having to make those mistakes yourself. Additionally, you will benefit from honest, supportive feedback provided by people who will tell you what you need to hear (information others may not feel comfortable sharing) in a supportive way that allows you to course correct before any damage is done.
You gain access to other’s puzzle pieces instead of trying to fabricate your own – as well as information that helps you put those pieces together efficiently and effectively.
In summary, masterminding can allow you to see beyond constraints that keep you from rising to your most pressing challenges and promising opportunities, produce solutions to problems that previously eluded you, and save you countless hours, weeks and even years of wasted time and unnecessary frustration.
In addition to avoiding each of these pitfalls, Napoleon Hill spoke of another benefit of masterminding that is worth mentioning. He is often quoted saying “When two (or more) people get together, a third mind, the Master Mind, is created, becoming a separate force in the conversation.”
I believe this separate force is a higher mind – a source of universal intelligence, the stuff utilized by the greatest inventors, scientists, leaders, writers, artists, and geniuses of our time. Putting our heads together in this way allows us to go beyond the limited database of our brains to access this higher mind in a way that can potentially resolve even the most pressing of problems, for us as individuals, organizations, communities and societies.
Now that’s a puzzle worth assembling.
If you are interested in experiencing the power of a mastermind first hand, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Though the fall program has filled, you can sign up for the waiting list to be the first to get information on the next session, as well as first dibs on the limited seats that will become available.
How much of your time is spent thinking about what really needs to get done versus doing it? If you are like most people, the more anxiety or resistance you have to a given task, the more your thoughts will throw you for a loop.
Sometimes those thought loops suck up a whole heap of time that could be much better spent. In many cases the thoughts we have about what’s in front of us lead us to procrastinate and block us from the very insight, creativity and resolve we need to do what’s most important.
What if it was possible to turn that dynamic on its head? Watch the video below to find out how.
And if you’d like more tips and insights on how to turn your grandest visions and dreams into reality, click here to download my special report, Why Real Leaders Don’t Set Goals (and what they do instead) and to receive additional tips and insights on an ongoing basis.
You’re busy – scurrying from one thing to the next, tending to the most pressing needs of the day. The starting gun goes off in the morning and you are off and running. It might feel like a race that you just can’t win, despite the fact that you are moving faster than ever. And the closer you get to the finish line, the farther it seems to recede into the distance.
But every once in a while something breaks through that beckons to you.
Maybe it’s the thought that life and work could be better, easier, more satisfying, less stressful. Perhaps you’re ready to take things up a notch – play at a higher level, make a bigger impact, finally wade through the minutia and get to the juicy stuff that you’ve been pushing to the back burner until all the other urgent stuff gets done.
But you may not know exactly where or how to start.
You might feel like you don’t have the time to do anything different even if you did. And until you have what you think is an executable plan, you could be inclined to continue to just do what you’ve been doing – even though it isn’t really getting you where you really want to be.
If you feel that way, I encourage you to watch the below video.
Because the place to start something new – something that feeds you and unlocks your potential and opens new doors of possibility and purpose for you – is in your mind. And despite how busy you are or how little time you have, the technique I’ll share with you in the video is something that is not only doable, but world changing.
You can break that cycle of running yourself ragged to enjoy greater effectiveness and fulfillment. Watch the video below for an example of how it’s done. And then try it for yourself.
You’re agitated and a little resentful – and you may feel like a bit of a victim.
And then suppose you lift your head and notice that the concrete you are lying on is green. Widening your view, you see that the objects being hurled at you are tennis balls. And they are coming from a machine that is firing them over a net. As you continue to look around, you notice there is a racket within arm’s reach.
And then you remember – ah yes, I signed up to learn how to play tennis.
This image came to me after I collapsed in overwhelm when what felt like a relentless barrage of requests for my time, emails that screamed to be answered, projects that needed to be advanced, tasks that demanded completion, and all manner of life’s little unforeseen chaotic events yammered for my attention.
How would I get it all done?
Well, I’ll tell you one thing. Cowering in fear does not help.
And neither does even the most justified of indignation and resentment.
I realized this when I lifted my head to take a good look at what was in front of me. And I also realized that all these challenges I was facing were related to things I chose to take on and/or really care deeply about, like:
Up leveling my business so that I can make a bigger impact doing what I truly love.
Being more involved and present with my three children – who inevitably are in constant need of something, often simultaneously, usually in three different places.
Honing my martial arts practice – and being more involved in the nonprofit organization that has given me the opportunity to learn it.
Becoming a better writer and speaker.
Being able to do more of what really matters to me in less time.
Getting better at anything is a decision that you make to be in the game.
It’s easy to forget that the game you’re playing is one that you chose for yourself when those balls are coming at you full speed, one after the other. But the simple shift of mind that comes from going to a helpless victim to someone who has willingly stepped onto the court is one that makes all the difference in the world.
Think of anything in life you feel like you “have to” or “should” do. More than likely with that frame of mind, it will feel heavy and cumbersome. But find something about that same activity that you want or care deeply about, and suddenly everything gets a little lighter.
We find reserves we didn’t think we had. We rise to the occasion. We notice the racket that lies within our grasp and begin to use it to hit some of those balls.
The more you play, the better you get.
I confess. I’ve let a few balls slip here and there. And I’ve hit some in directions that were anything but where I intended them to go. But the less I care about needing to get it perfect, the more I want to play the game.
And the more I play, the more of those balls I’m able to return.
And the more of those balls I’m able to return, the higher my confidence.
And the higher my confidence, the easier and more fun the game gets.
Rest assured, there will be days when it feels like we are being pummeled. But perhaps the reason those balls come at us harder and faster is because we are ready to advance to a whole new level – one that allows us see what we’re really made of. And maybe, just maybe – the only thing we really need to focus on is showing up and being willing to play.
As an executive coach, I work with leaders in both large and small organizations – who are passionate about creating inspired workplaces.
They want to break the unspoken, unwritten rules of organizations that say…
- …that the version of yourself you bring to work is different than who you are at home.
- …that work is a place where you do what your boss says and don’t ask a lot of questions.
- …that you have to suck it up when what you are tasked to do doesn’t jive with who you are.
- …that you have to keep your head down and just make it through the day, the week, the month, the year and collect your paycheck regularly enough to feed your family and make ends meet.
These leaders inspire me.
They have come to a place where they know there has to be more to life than just going through the motions, getting through the day, doing what’s required, going home and turning on the TV until the next day comes. They want more for themselves and they want more for their people.
Some of them are in organizations with traditional structures and old paradigms.
Not intentionally designed to limit people, but born of cultures that despite the latest management trends and empowerment classes on possibility thinking and shared vision still reward command and control, lead to power plays and foster the idea that if you don’t watch your back you could get stabbed.
One of my clients was discouraged by his boss from getting too close to his subordinates.
He was told doing so could cause him to lose his “edge” with them. He was told he may not be viewed as a leader if his people know too much about him and see him as a real person with fears and dreams and idiosyncrasies and humor.
But he knows that kind of leadership won’t unlock the potential in his organization. He knows that won’t light people up. He knows that won’t foster trust. He knows that isn’t what makes people go the extra mile when they are already tired and beaten. And he’s sick of playing that game.
So he’s trying something new. He’s sharing more of himself. More of his vision. More of his hopes and concerns and experiences for better or worse. He is encouraging dialogue. He’s asking what people think and sticking around long enough to hear (and really listen to) what they have to say. He is helping them find ways to breathe life into their greatest ideas and visions. And he is learning to get out of the way and trade the illusion of control for embracing possibilities that lead people (including himself) to enter into and navigate through uncertainty.
Another client is getting ready to engage his leadership team in ways that they aren’t used to.
He wants to roll out a whole new paradigm of doing things. And he is quite aware that words like “increasing shareholder value,” “fostering excellence” and “exceeding customer expectations” – while good concepts, tend to make people’s eyes glaze over and dismiss what is being said as the latest corporate speak, rah rah, Dilbert like rant.
He realizes that he needs to get very clear about what he sees as possible for his organization and all the people in it. He needs to be able to distinguish what they are moving away from and moving toward and find out what they think is important and what it will take to get them there.
He wants to encourage dissention and constructive disagreement. He knows that if they don’t voice their concerns and questions and hesitations to him, they will do it with each other in a way that could invoke fear and resistance and squash the seeds of possibility as they begin to germinate and grow. He knows that a silent room doesn’t mean everyone agrees. He has the courage to delve underneath the surface to find out what’s really going on – even, and perhaps especially if it means they don’t agree with anything he is saying.
A third client heads up an organization already known as the very best at what they do.
They have customers lining up at the door. They have been recognized in their community as the go to for what they do. They are well respected in their industry. And yet, they are burned out. They are overwhelmed and just trying to make it through the day. Things fall through the cracks. Important details get overlooked.
And my client has run around fixing things as they break, preventing undesirable consequences and instituting practices that keep the organization profitable, efficient and effective. But his partners haven’t embraced them – in fact, in some cases they even harbor resentment. He knows he cannot create an inspired workplace singlehandedly. But he realizes his partners aren’t inspired – and that no amount of talking at them will get them there. So he is slowing down and beginning to have authentic conversations with each of them.
He wants to connect with them as people, to see what they believe in, what they are passionate about, what they want to create together, and what they think needs to be done to make it fly. He is opening himself up to their criticism, their doubts, their worries and also hoping to hear about their dreams. He doesn’t know if it is going to work. He isn’t sure how to begin these conversations, or whether people will really engage with him. But he is willing to do it anyway.
This is the essence of true leadership.
Some call it conscious leadership. It is the ability to authentically engage with people in the workplace in a way that promotes shared value, meaning and purpose and leads them to work together in service to something greater than themselves. It requires courage, patience, faith, trust, intuition, and self awareness.
And I salute them.
Creating an inspired workplace and exercising conscious leadership is something that doesn’t happen overnight. If you are interested learning about approaches and strategies for building an engaged, enthusiastic work culture that leads to high performance without burning people out in the process (starting with yourself), check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 to take advantage of the early bird discount!
We’ve all been to a lot of classes – whether on leadership or related subjects – where we sit passively and listen to someone teach us things from a workbook or a power point presentation. Some of these classes infuse us with new ideas and inspirations, and others do not. Either way, the chief challenge is coming back to our daily work and implementing what we have learned. Class or no class, putting into practice the ideas and insights we get on a daily basis is a challenge. It is a challenge because it calls for us to integrate them into a way of doing things that we have established for ourselves over a long period of time.
To change, grow or improve in any way, we must consciously look at ourselves.
We need to look at both what is working and what is not. Often we are so accustomed to running from project to project and meeting to meeting, that we aren’t even aware of the dynamics at play under the surface. This frenetic approach leads to a pattern of similar results, similar experiences, and inevitably similar frustrations, and often the feeling that there has to be more to it than this.
The truth is, you already possess within you the core essentials you need to be successful.
The question is, are you using them? And are you using them to the best of your ability? If the answer is no, it doesn’t matter how many new tools you acquire or methodologies you learn. Our chief challenge is not to continue looking to others for solutions and answers, but instead to take the time to tap that part of ourselves that remains our purest potential. The prerequisite for being an effective leader of others is to learn to lead ourselves.
Michelangelo once said “The masterpiece is already in the marble.”
The same is true for each of us. Our chief task as leaders is to chip away at the stuff that surrounds the masterpiece. What stuff? You may ask. The habits, patterns and approaches you’ve been utilizing over the years that are no longer getting you the results you want. And the inaccurate beliefs, assumptions and doubts you have about yourself, others, and what is generally possible in any given situation. These are the major factors that keep you from unearthing your best work.
So how do you chip the away at the extraneous?
The part that is especially challenging for people is that they often don’t even realize they are operating from a mindset that isn’t serving them. They may recognize the results they’re getting aren’t what they’d like without necessarily realizing that the core issue lies within them. And the tricky thing is that until you recognize that the mindset you have isn’t serving you, you will continue to make decisions and attempt to solve problems operating within the very frame of mind that is keeping you from seeing the outcomes you want.
Here are some steps you can take to shift into a way of thinking that allows you to bring out your very best – and in the process help others to do the same.
The first step is to TAKE RESPONSIBILITY.
The next time you have an experience that doesn’t go the way you’d like it to, replay it in your mind and try to identify the role you played in it –not only with your actions (or lack of action) but also your thoughts – what you were believing at the time, where your focus was, and how others reacted to you. Ask yourself what you would do differently next time. Then envision what that would look like and feel like if you were to have the same situation, but a more favorable response. In this way, you can allow your experiences to teach and mold you into something better – even the ones that are less than optimal.
The second step is to PAY ATTENTION.
You are bound to fall into old patterns again and again, but the more you become aware of them, the less compelling they become. At first you may not catch yourself until after the fact, but over time you will find you can interrupt the cycle sooner, until finally you are able to head it off at the pass and choose a different response altogether.
The third step is to IDENTIFY WITH THE MASTERPIECE, NOT THE MARBLE.
You are not your thoughts, your patterns or your habits. You are much bigger than that. Once you are aware of how those things are operating in your life, you free yourself up to choose new ones. Rather than chipping away at the marble, you will begin to grow from within it, busting through the constraints that no longer hold you captive. Instead of dwelling on your limitations, focus on your strengths. Instead of putting your attention on the things you don’t want to see, begin identifying with what you do want and recognize that you have the ability to achieve it.
As you begin to clear the debris from your view, you will see things in a whole different light – including those around you that you have the opportunity to lead. These folks are far more likely to take their cues from your action than your words. And when you begin to help them identify with their masterpieces as you have learned to do, there is nothing you cannot achieve.
If you are interested in additional strategies for inspiring and motivating yourself and others to higher levels of performance and impact – as well as greater fulfillment both on and off the job, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 with the code EARLYBIRD2 to take advantage of the early bird discount!
Can you recall what you were doing? What you were thinking about? How you felt? What was it that inspired you? And what did you end up doing as a result?
Wouldn’t it be great if you could replicate the feeling of inspiration and translate it into measurable results any time you wanted to? As a leader, your chief mission is to bring out the best in others and focus their unique talent, style, energy and passion into the creation and achievement of something that serves a greater good. The ability to inspire and motivate is critical. But what is it exactly that makes a leader inspiring – and more importantly how can leaders facilitate others to take inspired action?
STEP 1: Before you can be inspiring, you must be inspired.
Chances are the last time you became inspired, you were not feeling stress, anxiety, worry or overwhelm. And it probably didn’t happen because someone told you to do it. The greatest creations and most significant accomplishments of our time started with a single thought that most likely originated when the minds that conceived them were relatively quiet. It is not uncommon to hear inventors, artists, writers, entrepreneurs, leaders and others say that ideas such as these seemed to originate from a source greater than themselves – and that the most inspiring of these thoughts was in service to a greater good.
The voice of inspiration often starts as a small still whisper that competes for our attention among all the other things we think we need to be doing. How will you quiet yourself for a few moments today and elevate your attention from problems to possibilities so you can hear what it is telling you?
STEP 2: Before you can truly bring out the best in others, you must start with yourself.
Every one of us has faults and weaknesses. But we also have unique combinations of talent, energy, style and passion that mingle together to form vast pools of possibility. You are capable of far more than you ever dreamed or realized is possible and so is everyone around you. These core qualities lie deep within us waiting to be tapped and harnessed.
True strength is not boastful or proud but rather quietly confident and unassuming. It is also incredibly engaging and uplifting. When you shift your focus from your doubts and fears to your strengths and abilities, you will see the way to rise. And in doing so, you will allow others to do the same. As you focus on people’s true potential and treat them as though they are capable of achieving it, they will prove you right – often surprising and delighting themselves in the process. The ability to do this is one of the marks of a true leader.
STEP 3: Remember to block and tackle.
Getting people to focus on possibilities and believe in themselves is a huge part of exercising inspired leadership, but it won’t get you all the way there. To leverage people’s strengths and make the most of emerging opportunities, inspiration must at some point turn into ACTION. The trouble is, somewhere along the way our egos have a tendency to try to steal the show. Being fear based, the ego would have us occupy ourselves with doubt, skepticism and anxiety over the potential for failure and any corresponding loss of power, prestige or approval.
This is where MOTIVATION comes in. Motivation is about getting people to move. And sometimes you have to remove barriers that are in front of people before they can do that. Obstacles could be physical, organizational or mental. Good leaders are instrumental in detecting and removing them, whether they are in the form of skill deficiency, inadequate equipment or resources, or a lack of confidence.
You can soothe the clamors of the ego by mitigating risk, increasing the odds of success, and helping others to recognize what they have to gain as a result of exerting the effort necessary to succeed. With the parking brake removed, action and results can begin to accelerate.
In every organization, in every person, and in every moment, there lies possibility and untapped potential. What will you do to recognize it and apply it toward something remarkable?
If you are interested in additional strategies for inspiring and motivating yourself and others to higher levels of performance and impact – as well as greater fulfillment both on and off the job, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 with the code EARLYBIRD2 to take advantage of the early bird discount!
If you answered yes, you are not alone.
Many high achieving professionals feel as though they have way more to do than they have time to do it. Their ambition, drive and passion have served them well, and gotten them to a nice place, but still they know they are capable of more. More visibility, more opportunity, more income, and dare I say – more freedom to enjoy their careers and their lives.
The daily grind has a way of keeping us tethered to the ground, feeling as though our best is just around the corner, if only we can get through what’s in front of us, which is often an accumulation of projects, events and other commitments that ends up growing far faster than it shrinks. Every once in a while, it becomes apparent that something’s got to give.
But who has time to slow down when there is so much more to get done?
The fantasy many of us have bought into is that if we just work longer and harder, we will get there. And despite our longing to find balance and the sweet spot that will finally allow us to relax and be more effective, we often act in ways that bring greater levels of anxiety and toil. As leaders, we also unwittingly create entire cultures of people who emulate our frenetic behavior in the name of getting ahead.
The hamster in the wheel doesn’t realize he isn’t getting anywhere.
And before he can, he must realize that he is, in fact, in a wheel. Our wheels are much more sophisticated and deceiving than those of the hamster. Because initially, our wheels do get us somewhere. It’s just that over time, they lose traction and become stuck in comfortable ruts. And we don’t realize when we’re stuck, because it doesn’t seem possible to be standing still when you are running like hell.
Are you ready to stop the madness and take things up a notch?
Can you conceive of finding a better way to do things? How badly do you want it? Bad enough to try something that goes against every compulsion you currently have to keep doing what you’ve been doing all along?
Consider the prerequisite for successful change.
Have you ever noticed that when you upgrade software, the program often needs to uninstall or extract something before it can successfully run? Gardeners know that new blossoms proliferate when the old flowers and branches have been pruned. Bargain shoppers know that stores sell older merchandise at a significant discount to get it off the shelves to make room for what’s coming in the new season.
How about you?
What tried and true ways of doing things have lost their leverage?
How willing are you to recognize that perhaps there is a better way of doing things than what you’ve done up to this point? All change begins with awareness that is coupled with desire. To move beyond your madness, try the following:
- Pay attention to the times during the day that you feel the most anxious, stressed, or tense. Recognize the pattern of thought or behavior you are engaging in that may be causing this discomfort. This may be a prime area for you to make a shift.
- Ask yourself some discerning questions such as, “What small, but powerful change could I make today that would allow me to be more effective and make the most of my opportunities?”
- Notice what catches your attention in the coming days. The answers to your questions will reveal themselves to you, but you must open yourself up to them and be willing to listen.
Once you begin to notice that the patterns and triggers that create the highest degree of anxiety, stress and pressure – and the impact they are having in your life, they begin to lose their hold on you. When you open yourself to new ways of doing things, you move from a point of view to a higher viewing point – one that allows you to see solutions that may have previously evaded you. Allowing yourself to envision and believe in a new way of doing things will transform your frustration into fuel and help you summon the courage you need to overcome obstacles along the way.
If you are interested in specific strategies for breaking through old habits and patterns that no longer serve you so that you can create more freedom and flow in your work and your life, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 with the code EARLYBIRD2 to take advantage of the early bird discount!
I have always been amazed by the number of people who seem to think of work as something of a necessary evil — simply what must be done to earn a paycheck. For so many who toil through their workday, the primary goal is to make it to the weekend so they can really live. Going through the motions, working side by side with others whose hearts and minds they seldom truly connect with, they withhold the very parts of themselves that make them come alive.
For some work wasn’t always a grind.
Many began their careers ignited with passion and optimism, only to find that their flames began to flicker as they encountered obstacle after obstacle that kept them from achieving what they believed would be success. Succumbing to the unwritten rules of the organizations and other environments they found themselves in, which suggested they needed to act or think in a certain way to get ahead, they may have slowly sold out on their dreams and relegated themselves to quiet complacency.
Many of us were not brought up to expect that work would (or should) be fun or gratifying.
That’s why they call it work, we may have been told. As a result, we may have never really expected much from our careers or professional lives. And as the saying goes, life has a way of living up to our expectations. In just about every corporation, nonprofit or other organization, you will find people in jobs that do not ignite their talents and passions. Some remain dormant in those jobs because they fear that if they pursue their hearts’ desires, they won’t be able to put food on their tables. Many don’t realize that there might be a better alternative.
Most of us have learned how to turn ourselves on and off at will.
It’s something we often do to spare ourselves the pain of disappointment or frustration — or to maintain what we have come to believe is a professional demeanor. It is not uncommon to hear people say that they are very different at work than they are at home. Those golden parts of ourselves that we think we are protecting suffer when we do not let them breathe and interact in the very realms that provide us opportunities to learn more about who we are and what we are here to do in the world.
We miss the chance to become a part of something greater than ourselves.
And the organizations and communities we are a part of miss out on the unique contribution each of us has the potential to make. We can no longer afford to fragment ourselves in this way, denying the fulfillment of our secret dreams and downplaying the insights we have about what we can do to make life better — for ourselves, and everyone around us.
As more and more of us feel the pain that accompanies the denial of our spirits, we start to realize that the time has come for us to bring the totality of who we are to what we do, no matter our vocation, title or role.
We are beginning to awaken to our unique calls to service, creativity and innovation.
As we find ways to unleash our distinctive talents and passions at work, we will significantly increase the quality of our own lives, as well as the lives of everyone around us. Corporations that take steps to create environments that allow people to thrive will be met with rich rewards as ingenuity pours forth in ways that lead to increased profit and market share – as well as the creation of self-sustaining cultures that inspire people to sustain success by doing what they do best.
There are people among us who have the ability to snap us out of our trances.
They show us how to liberate ourselves from states of quiet desperation and help us bring more of who we truly are to everything that we do. They can do this for others because they have done it for themselves.
They are called leaders.
You may be one of them. And if you are, the world needs you now more than ever.
If you are interested in answering the call to lead yourself and others, and learn approaches to help you connect with your own unique path in a way that reinvigorates your own life and that of everyone around you, I invite you to check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 with the code EARLYBIRD2 to take advantage of the early bird discount!
Supercharge Your Summer: Three Strategies for Vacationing in a Way That Replenishes You and Skyrockets Your Performance
Time to rest and recuperate, enjoy our loved ones, and have some fun. But all too often, vacation creates stress for high performing executives who dread coming back to loads of email and other work that has piled up, and spend their time away preoccupied and worried about what’s happening at the office or getting sucked into email and phone calls.
It’s not uncommon to come back from vacation feeling like you need another vacation.
But it doesn’t have to be that way. If you approach your vacation with the same level of thoughtfulness and intention that you do with any project you undertake, you can create experiences that not only revitalize yourself and enable you to reach a new level of performance, but also increase the strength and effectiveness of your organization.
Here are three strategies for accomplishing this:
(1) Make the decision to completely disconnect.
We all know our electronic devices need to be recharged to work properly.
And it’s a no brainer that they charge more efficiently when we are not using them. However, we often fail to grasp that to replenish our energy, creativity, resilience, determination and focus – we too need to go offline.
It is often our underlying (and unexamined) assumptions that keep us from truly relaxing.
We are conditioned to believe that the harder we work, the more successful we will be, and that taking our eyes off the ball (even for a day, let alone a week or more) can lead to things spiraling out of control. As a result, many of us have a hard time letting go. We approach our vacations with one foot in and one foot back in the office, checking our phones and becoming preoccupied with work. In this state of mind it’s easy to get sucked back in to anything that appears to be less than optimal.
Few of us realize that this belief itself is the problem.
It is often the assumption that we cannot afford to let go that leads to most the stress, pressure and overwhelm we encounter when we return from our much-needed breaks. Like our cell phones, which are constantly searching for a signal and downloading messages, we too are expending energy even as we try to recharge it. In addition, this belief leads us to become far more susceptible to distractions that take us away from what we are doing in the moment. It also keeps us from doing the preparation necessary to ensure that others can handle things without us while we are away.
Once you realize this underlying belief is the culprit, you can substitute it with a new truth.
Chances are that voice in your head that compels you to check your phone will continue to speak. But when you begin to see the fallacy in that assumption as well as the pain it creates, it doesn’t have as much of a hold on you. You can begin to entertain the possibility that disconnecting will truly serve you (and your organization) and act in ways that make that true. And when you fully commit to a vacation that allows you to go offline, you are better able to prepare in ways that make that possible, which leads to the next strategy.
(2) Prepare people in your organization to handle things in your absence.
Most executives would benefit by delegating and empowering others more in general.
Often senior leaders find themselves unable to act strategically because they get bogged down in operational tasks that they really shouldn’t be involved in. So, creating a plan to prepare others to run things in your absence will yield dividends for you (and your organization) long after your vacation is over.
Take some time to identify what is most likely to hijack your relaxation, and plan accordingly.
Identify people in your organization whose skill, experience and passion are a good match for things you would normally handle yourself. Then take the steps necessary to bring them up to speed and put them in charge while you are away. Create and communicate guidelines that will help them know what to do in situations that would cause you the greatest stress, so they can make solid decisions without you. Taking these steps not only helps ensure consistency and effectiveness while you are away but also develops key players on your team that, given the right opportunities, can make a bigger impact.
When you return, follow up to help your people integrate what they have learned and build on it.
In addition to increasing their own capability, their fresh perspective may yield insights into how things can be handled more effectively in the future. Additionally, the confidence you place in your staff can go a long way in making them feel valued and appreciated. As a result, you’ll open doors to new levels of performance that benefit your entire organization.
(3) Set and communicate boundaries and expectations in advance.
Most of us are accustomed to setting up automated “out of office” messages in our mailboxes.
But we often fail to communicate and manage expectations in advance. As a result, people can feel caught off guard and demanding of your time while you are away. Or, you can feel inclined to respond to something that really isn’t all that urgent, out of fear of damaging a relationship or letting a ball drop.
Take the time to talk with others about your intention to completely disconnect while you are away.
Make it clear that you do not intend to check email or handle phone calls. Remind them of the guidelines you’ve set on what to do in your absence. And clarify your intention to use this time to replenish your reserves so that upon your return you can more effectively serve them.
When clients understand that you have taken steps to ensure they will be well cared for and know who in your organization to contact for what, they are much less inclined to interrupt you. If you discuss in advance what things can be done before and while you are gone and what is better delayed until your return, you will be able to leave with the peace of mind that everyone is on the same page.
Don’t underestimate the power of your example.
Leaders set the tone in organizations more by what they do than what they say. And if you interrupt your vacations to get involved in work, others are likely to feel compelled to follow suit. As a result, the energy of your team wanes, tempers flare, and performance begins to decline. People work harder than ever but don’t seem to get a lot done, or they burn out altogether.
When you apply these strategies, you’ll exercise true leadership – showing others how to truly revitalize themselves and their performance by modeling it yourself.
If you are interested in more strategies, approaches and tips for revitalizing yourself and your organization, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Registration for the fall program is now open. Enroll by 9/1 with the code EARLYBIRD2 to take advantage of the early bird discount!