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. Though the spring program is now full, you can get on the waiting list for priority access to the fall program kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
~ Henry B. Adams
Like many of us, I grew up thinking that things happened in a linear way.
First this, then that. One building block upon another in a definite order. Cause and effect. But over the years, I’ve noticed that life isn’t always like that.
Often it seems life is a series of random events that don’t seem to make much sense.
But when you have a larger vision and experience that vision as though it has already happened, you can begin to see this apparent chaos in a whole different way. Often what we experience is a chain of seemingly disjointed events that are in reality very connected.
Think of watching a movie of a glass shattering, only in reverse motion.
Pieces fly together from all directions in a disjointed fashion and assemble into a perfect whole. Each piece is absolutely necessary, though, in and of itself, incomplete and inconceivably connected to a larger picture.
We will experience ups and downs and travel roads that deviate from what we anticipated.
Nevertheless, these seemingly divergent paths may in fact be prerequisite to experiencing the totality of our vision. At times the healing process entails pain, discomfort or other symptoms. While we may point to these as signs of illness, we could alternatively consider them evidence of our recovery.
Seasons will change, and so will we.
A phase of growth and expansion is often preceded by a period where things unexpectedly fall away. We can look at the void as a loss, or recognize it as the space necessary for new creations to take root and flourish.
We may not initially realize the significance or relevance of our chaotic experiences.
But in hindsight we often realize the importance of enduring specific challenges, setbacks, delays, or what felt like irrelevant nuisances. These obstacles give us a greater perspective on who we are, deeper appreciation for where we have been and where we are going, and compassion for others who have experiences similar to our own.
As we rise up to these little challenges, we find strength we didn’t know we had and realize we are far greater than we thought we were. And as leaders, we can help others appreciate and leverage their own chaos as well.
Appreciating the perfect order unfolding in our lives more of an art than a science.
Most of us never really take the time to recognize it. If you are interested in leveraging the seeming chaos in your own life and life’s work, I encourage you to check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Though the spring program is now full, you can get on the waiting list for priority access to the fall program kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
Maybe you have a vision that excites you – an idea of how something could be done differently, a creation you’d like to breathe life into, a way of improving your quality of life or that of others. You plan, you prepare, you do the work. Repeatedly. But despite all that effort and persistence, you have little if anything to show for it.
You might question yourself. Are you doing it right? Are you missing something?
You might get angry and try harder to control the outcome – double down your efforts, research extensively to figure out how to foolproof your plan, do whatever you can to MAKE it happen.
You may take your anger out on others. Why aren’t they cooperating? And how is it that everyone else seems to have it easier than you do?
You may question your vision. Is this really worth investing your time and energy in?
You might feel like quitting and moving onto something easier, more mainstream, with less risk or exposure. You gave it a good run. Maybe it just wasn’t meant to be.
But the idea of throwing in the towel feels even worse than fighting what seems to be a losing battle.
And try as you might, you just can’t shake the hold of that vision. It beckons. It haunts. It enchants – revisiting you in your quiet hours, whispering about what is possible.
What do you do?
Have you ever heard the story of the Chinese Bamboo tree?
It’s quite unusual. A farmer who plants these seeds will water, fertilize, and tend to them daily. After a year of care and nurturing, the ground looks the same way it did when the seeds were planted.
Another year will pass as the farmer continues his efforts, with no seeming growth at all. A third year of care and feeding will go by. NOTHING. And then another year of watering, fertilizing, and patiently waiting. Still nothing.
In the fifth year, small sprouts will appear. And in the six weeks that follow, the little shoot will grow up to ninety feet tall.
These seeds are like our most precious dreams and visions.
What we don’t realize about them is that while patience, faith, and perseverance may not produce tangible signs of progress for quite some time, they work wonders beneath the surface, laying the groundwork for what will follow.
To sustain the towering height these trees grow to, the root system must be deep and vast.
We too must have a strong inner foundation to ensure we have what we need before we can share it with others. So many of our efforts are a quest to prove to ourselves that we are worthy. We often mistakenly think that accolades, prestige, wealth, and all that comes with success will allow us to feel strong and fulfilled. But that approach is backwards.
The “trappings” of success fade over time and are as easily toppled as a tree with no root system.
If instead we start with a strong, grounded feeling of worthiness and appreciation for ourselves, we can extend our gifts to others knowing that we have all we need and that sharing it with others will only make us stronger – in the same way that bamboo continues to grow after it is harvested.
This strength is cultivated over time, and often happens during times that feel most barren.
We endure disappointments, we try something and fail, we learn about who we are and why we are here. This is all growth that happens beneath the surface. And it makes us strong and resilient enough to stand tall, reach high, and do the work we have been inspired to do out of joy rather than necessity.
The visions worth working for often don’t come to fruition right away.
Their timing is not something that can be controlled. When we try desperately to speed things up, we will often experience frustration, and feelings of desperation that may lead to anger and/or withdrawal. Just as we cannot peel rosebuds open or shorten the time it takes for a caterpillar to become a butterfly, we cannot rush the progress and transformation that happens with our visions and our very selves.
The “overnight success” we often hear about is often the result of years of dedication, commitment, perseverance and faith that like the growth of the Chinese bamboo tree took several years to come to fruition. As you pursue your grandest dreams and visions, many will tell you that your efforts are in vain, that you do not have what it takes, that you should quit while you are ahead.
And you may begin to question yourself as well. But as you weather these storms and continue to believe in and cultivate something that cannot yet be seen, you will ultimately be rewarded with seeing that which you believe. And it will enrich your life – and that of others in ways you may never have anticipated.
For more on bringing your grandest dreams and visions to fruition and laying the foundation necessary to sustain them, check out The Real Leader’s Guide to Freedom & Flow Group Intensive. Though the spring program is now full, you can get on the waiting list for priority access to the fall program kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
You’ve just been promoted. The excellent work you have been recognized for has landed you a new job with expanded responsibility and significance. Perhaps you lead an organization of other talented professionals who now look to you for guidance and support. Maybe you are a leader of leaders.
The game you were playing just got bigger – and so did the playing field.
And your role has changed. What earned you this promotion will not be enough to allow you to succeed in your new role. In fact, if you continue to do what you did before, you may actually sabotage your newfound success.
You have gone from player to coach — or perhaps manager/owner. And if you jump back into the game, no one will be there to call the shots, to develop the talent, to create a strategy to advance the standing of the team, to gain the supporters and funding that will allow the team to continue to play.
Yet despite these consequences, you — like many leaders faced with similar opportunities — may have difficulty with the transition. You may have fears:
- Fear than no one can do things as well (or better)
- Fear of becoming obsolete
- Fear of failure
Fear that no one can do things as well (or better)
The problem with this fear is that it is actually well-founded. Chances are, especially if you are at the top of your field, very few will be able to do the job as well as or better than you can. But that doesn’t mean you should be doing it for them — or even along with them.
And yet you will be tempted to. Especially when the stakes are high. Or when things get extremely busy and it seems like targets will not be met if you don’t jump in or take over altogether. You may hover over people, micromanaging them or smothering them with well-intentioned guidance.
But your very fear that things will fall through the cracks may well cause that which you most want to avoid. Maybe not in the short term. In the short term, you may revel in your ability to keep the balls from dropping and save the day. But as more and more begins to be added to your plate, your problem of not having people who are skilled enough to take the baton will be even greater than it was before.
Worse yet, you will have conditioned the very people you need to develop to become dependent on you and quite comfortable performing at much less than their true capacity. In the meantime, the bigger, more strategic work that you have graduated to will be piling up and fairly significant opportunities will pass you by.
Your people may well be on a pretty steep learning curve at the beginning. They won’t get everything right. And they may resist taking on the responsibilities you used to perform. But you need to transition from performer to coach.
Give them opportunities to try things out. Let them make mistakes. Then help them to learn from those mistakes and perfect their craft. And do the same for yourself in your new role.
This leads us to the second common fear that keeps leaders from playing a bigger game.
Fear of becoming obsolete
It’s not necessarily a rational fear. After all, leaders who are on the brink of playing a bigger game have plenty to do. They have a whole new role to fill. But that doesn’t stop people from worrying at some level that if they teach and empower others to do what got them accolades and attention that they will somehow lose their edge and fade into obscurity.
Often when people have performed a certain role or become masterful at a particular skill, it can become infused with their very identity. And until they have performed in their new role for awhile and become accustomed to the different kinds of activities and opportunities that it brings, they are likely to continue to identify with their old role. Which may lead them to wonder, “if I’m not that anymore, who am I?”
This ambiguity and lack of role clarity can send people back to what they know is comfortable and familiar, even when they have outgrown it. And even when going back there isn’t in their best interest (or the best interest of those they lead.)
To counteract this, it is important to fully grasp the opportunities and possibilities that playing a bigger game brings. It allows you to go from being immersed in the game with a view limited from one point on the playing field to seeing the game from several different angles. You can evaluate each player’s contribution and the way they work together.
You can change the way the game is played — and in some cases, even change the rules. But only if you free yourself up from the myriad of tasks that will always be there beckoning you to come back into the operational and out of the strategic. And the lure of the old role becomes even more enticing when you factor in the next fear that keeps many leaders from playing a bigger game.
Fear of failure
When you go from executing the plays to determining what those plays should be, you enter unchartered territory. First off, it is likely something you won’t have a lot of experience doing. And when you don’t have a lot of experience doing something, it is uncomfortable.
You may not be very good at it in the beginning. It will be messy. You will second-guess yourself. And you will likely miss being able to do your work with the same level of confidence and ease that you did before.
It will feel a lot like going from being a senior to becoming a freshman again.
Second, the very nature being a strategic player will require you to navigate through uncertainty and ambiguity. You will be called on to blaze a trail where none previously existed. While this can be incredibly exciting and invigorating, it can also be somewhat daunting and stressful.
And when the pressure gets high, you may find it incredibly tempting to get sucked back into doing things you shouldn’t be doing anymore. Things you can check off your list and feel a sense of accomplishment from. Things that restore your confidence and give you the illusion of being in control. Things that would be better delegated to others. Or not done at all.
So when that happens, you need to remind yourself that whatever you did that allowed you to rise to new heights wasn’t likely something that always came easily to you. You had to start somewhere and struggle in the beginning before you began to gain competence and confidence. But you stuck with it and gradually got better and better. And you can do that again now.
Leadership is about “going before” others. Your new promotion will require that you wade through your fear, your discomfort, your resistance and your uncertainty to find within you the core of your true potential and act from it. And as you do so, by your very example, you will lead others to grow, expand, push their limits and play a bigger game as well.
Playing a bigger game often brings pressure and anxiety. But it doesn’t have to. You can make a bigger impact without running yourself ragged – and enjoy the process along the way. The Real Leader’s Guide to Freedom & Flow Group Intensive will show you how. Though the spring program is now full, you can get on the waiting list for priority access to the fall program, kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
Though I have been studying and reflecting on the process of working through fear for the better part of my life, my learning came to a head when I was thrown into an environment that provoked a whole spectrum of fear and anxiety. As a martial artist, after learning and practicing basic blocks, kicks, and punches, the time came to take it up a notch and begin to spar.
What does sparring have to do with your life?
What I have learned over the years as I have continued to develop my skill in this area is that sparring is metaphorical for just about any challenge you could possibly be faced with that evokes fear — making a presentation (or any kind of performance), pitching a proposal, going to a job interview, or speaking your mind, just to name a few.
These situations lead you to question whether you have what it takes.
And no matter what the challenge is, there is something at stake — your status, your security, your reputation, your comfort, your pride. However, there is one differentiating factor: with sparring there is a pretty high likelihood that you will get punched in the nose. Literally.
While many lessons come from having positive experiences, much of what I learned about working with fear came through trial and error — a lot of error.
My first error allowed me to learn about focus.
Focus is determined by what you allow to occupy your mind.
When I first started sparring, my focus was on getting it over with. I was fairly preoccupied with a feeling of inadequacy that led me to temporarily forget much of what I had learned over the previous years. Rather than trusting in what I had the ability to do, I became preoccupied by what I did not want to happen — getting hit.
And as a result, I got hit. Hard.
Then, I didn’t want to spar again for a really long time. I took myself out of the game. I allowed the fear to stop me. And my training stagnated. Until the pain of stagnation became greater than the pain of the physical blow.
When I got myself back in the game, my mind shifted from retreat to advance.
Instead of fixating on what I didn’t want, I zeroed in on what I did want. It wasn’t about not getting hit. It was about pushing through the fear. It was about applying what I had learned. It was about having more faith in what I did know than what I didn’t. And it was proving to myself that I had it in me to rise above the challenge.
I threw more punches. I closed the gaps. I began to bob and weave. I learned how to lure my opponent in so I had him right where I wanted him.
But what does that have to do with facing fear off the sparring mat?
Everything. No matter what you do, you have the choice to focus either on what you are moving toward or what you are moving away from. When you are fixated on what you want to avoid, you will hedge your bets. You won’t go all out. You’ll watch the clock. And you won’t really be engaged. You’ll cheat yourself out of the joy of the experience.
When you move toward something, you marshal the forces of desire. You ignite passion. You make what you want more important than what you fear. And this gives you the fuel to do what you really want to do — in spite of the fear.
The second tool for moving out of the grip of fear is presence.
Fear has you consumed with worrying about the future or fixated on something from the past. It keeps you in your head and prevents you from being immersed in what is happening right in front of you.
When I would try to remember a technique or think too much about how to properly execute anything, I’d miss what was happening and get hit. I had no real concept of what was happening, what was coming at me, or what I needed to do to deflect it. I felt as though I was in a blender, at the mercy of the blades and centrifugal force.
Ironically, being in my head kept me in a state of panic that kept me from thinking clearly. In fact, I became so gripped with panic that I forgot to breathe and ended up exhausting myself almost immediately.
In non-sparring environments, being in your head costs you opportunities.
When you are giving a presentation and are so intent on what you prepared that you fail to see that your audience is confused, or bored or irritated, you risk losing them. In a sales setting, being determined to stick to your pitch when your customer has questions that you didn’t plan on can keep you from making the sale.
The irony is that not deviating from what you planned because you are consumed by fear keeps you from being present and often ends up leading to that which you are most afraid of. The antidote? Let go of your preconceived ideas and hold your plans loosely so that you can be present.
When you get out of your head and become present, things slow down.
When I immersed myself in what was happening in front of me while sparring, I realized that every time my opponent would throw a punch he left himself wide open. Rather than worrying about getting hit, I began to look for vulnerabilities. And I learned that I could get him to raise his hands to his face if I threw a few high punches, which would allow me to land a couple low ones while he wasn’t expecting it.
I went from jumping around like a cricket without breathing to moving more deliberately and strategically and conserving my energy. Instead of allowing my opponent to back me into a corner, I learned to pivot and use his own force against him.
In any situation, being present leads to better connections and higher performance.
You will take in more information. You will breathe more deeply, get more oxygen to your brain and access higher creativity. You’ll be more likely to make whoever you are talking to feel more important, because you’ll be more focused on him and not yourself. You’ll think more quickly on your feet and come up with better solutions on the fly.
These insights led me to realize that often what is more important than preparation is practice, which brings us to the third tool: desensitization.
The more you expose yourself to what you fear, the less impact the fear has.
Fear never really goes away. It is a human emotion that is wired into our DNA. While we can’t change the fact that it will be ever present, we can diminish the effect it has on our performance. What allows the fear to diminish, is repeatedly being in the presence of what you fear and realizing that you will be okay.
The first time I got punched in the nose, it was horrible. And though I went to great lengths to keep it from happening again, it did. And when it did, I realized that the memory of it was far worse than the reality.
The more I sparred, the more I began to become confident in my ability to prevent it from happening. And the less my fear kept me from doing what I needed to do.
Many altercations and escalations are the product of untamed fear.
The importance of learning to spar is to develop within the martial artist the confidence to handle a physical fight if necessary — in order to prevent a conflict from escalating to the point that requires any force at all.
And the implication for each of us is that becoming confident in the face of fear allows us to rise to any challenge or opportunity with grace, wisdom and victory. In so doing, we inspire others to follow our lead.
Eleanor Roosevelt urged “Do one thing every day that scares you.”
What would that be for you? Chances are it is connected to something you really want for yourself. As you focus on what you’re moving toward, stay fully engaged in the game and the joy of playing it, and have the courage to repeatedly put yourself in the presence of your fear, the words of Henry Ford will ring true for you as well:
“One of the greatest discoveries a man makes, one of his great surprises, is to find he can do what he was afraid he couldn’t.”
Staying fully engaged without succumbing to fear, pressure and overwhelm can be tricky. The Real Leader’s Guide to Freedom & Flow Group Intensive will give you approaches and methodologies that help you rise to the occasion and not only get better results, but also enjoy yourself in the process. Though the spring program is now full, you can get on the waiting list for priority access to the fall program, kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
I am all too familiar with that awkward, humbling stage that comes with learning something new – when you want to run with the stallions but feel more like a donkey. It’s a universal phenomenon, really. Ralph Waldo Emerson reminds us that, “Every artist was once an amateur.”
We can all learn a lot about our paths to proficiency by looking at the ways in which we have mastered things over the course of our lives – whether it is how to drive a car, play our favorite sport, or take up a new hobby. Upon reflection, I realized how I can transfer my learnings from one arena to the other.
(1) There is power in persistent practice.
Sometimes my yoga instructor demonstrates a pose that evokes a “you’ve got to be kidding” response from me. I always give it a try, and usually the first time I do I look a lot like I feel – completely inept. She managed to work one of those dreaded poses in for several weeks. But I gave it a shot every time, and I have to say it gradually became less awkward. Before too long I was actually able to hold the pose – even if only for a few seconds. And I realized the more I practiced, the better I would get and the easier and more fun it would become.
Isn’t that like life, though? Every day there are things you can sail through and there are those things that require practice and patience before you can feel even the least bit effective. But if you keep at it, one day you will surprise yourself with how far you have come. And everything that led up to that point will be worth it.
(2) Learn from and admire others, but don’t compare yourself to them.
As a novice, you watch people perform so that you can see how things are done. And even as you gain skill, you can still learn a lot from others’ examples. But the minute you begin to compare yourself, you will lose your focus and dilute your effectiveness. This is true regardless of whether comparing yourself to others makes you feel inferior or superior.
When we gauge how well we are doing by comparing ourselves to others, the energy and focus that is required to perform effectively becomes scattered. And if you do not believe you can do something, you will inevitably prove yourself right. On the other end of the spectrum, when you believe you are outperforming others and become a little too smug, your confidence can turn into arrogance, which shifts your focus from what you are doing to how others are perceiving you. And anything that is more focused on appearances than substance lacks foundation and eventually crumbles.
The best of the best gain their confidence from within – as a product of their effort, focus, and the results that come with effort and focus. They don’t need to compare themselves to other to know that they are good – or to learn that they can get even better.
(3) Lighten up and have some fun.
When we get all balled up in knots trying to make things perfect and avoiding every possible misstep, we risk becoming stagnant and playing small. Getting too attached to the results leads us to stiffen up and become consumed with needing things to happen in the exact way we want them to. Without flexibility, we lose our ability to bend and make the necessary course corrections that allow us to ultimately excel. If you ever look at the top performers in any industry, sport, or artistic endeavor you will notice that accompanying their intensity is an ability to relax into their game in such a way that it appears easy and natural. The ability to play at work is another mark of the master.
(4) Replenish yourself regularly.
In our frenetic lives, it is easy to forget about the importance of pausing every once in awhile to make the most of our experiences – whether by giving ourselves a needed break, or simply taking a moment to assess where we are going, to what degree we are still on course, and what, if any, course corrections are necessary. Being willing to invest our precious time into replenishing ourselves in this way pays handsome dividends – and sometimes the times we think we can’t afford to slow down are in fact the times we cannot afford not to.
The speed and effectiveness with which we move toward mastery is a direct result of the way in which we approach our challenges and opportunities. The Real Leader’s Guide to Freedom & Flow Group Intensive is a program designed to help you make a bigger impact while enjoying the process, both on and off the job. Though the spring program is now full, you can get on the waiting list for priority access to the fall program, kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
“Yeah.” He answered without missing a beat.
“Would you have any hesitation going snowboarding again after your wrist heals?” I inquired.
“Nah!” he replied. “Let’s come back for sure.”
This is an excerpt of a conversation I had with my son at age thirteen on the way to urgent care after his first attempt to snowboard. I was inspired by his lack of hesitation. And his courage. But most of all, with his mindset.
Mindset is the key to overcoming setbacks. Your mindset determines—to a large degree—whether you see the experience as a success or a failure. And the way you see the experience will have an enormous impact on whether or not you will try that experience again.
What’s the big deal if you don’t try an experience again?
Well, the problem isn’t so much the broken bone—in my son’s case—which will inevitably be accompanied by a certain amount of pain. The problem is letting the setback deprive you of a future that could bring you an immense amount of joy and satisfaction. And most people let seeming setbacks deprive them of joy and satisfaction more often than they realize.
It could be the proposals they poured their hearts into to that never really went anywhere. Or the promotions they were working toward for months that ended up going to someone else. Perhaps it was the first time they went out their comfort zones, only to feel as though they landed on their backside with nothing but broken bones to show for it.
Confusing Skill with Potential
You confuse skill with potential when you decide that you’ll never be good at something because you didn’t get it right the first time you tried it. Or the second time. Or the tenth time. Most people do not have a high degree of skill when they try something new. But doesn’t mean they don’t have an enormous amount of potential.
When you confuse skill with potential, you tell yourself a story that has you making an assessment of yourself based on a very limited amount of data. The story goes like this: “Boy, I was really bad at that. I’m just not cut out for it. I should leave it to other people who actually have talent.”
You allow it to keep you from trying something again. And trying something again is exactly what you need to do in order to gain the very skill you are having difficulty executing. So your story becomes a self-fulfilling prophecy. You miss out on the joy of ultimately mastering that skill. And so do all the people who would have benefited from what you could have accomplished if you did.
But that’ s not the only story that can get you into trouble.
Taking an Experience Personally
When you take an experience personally, you make it more about you than anything or anyone else. Your universe constricts and you become the center of it. You feel hurt and rejected, or angry and resentful. You replay events in your mind and question what you did to screw things up. You think, “if only I would have done this, or been more like that, things would have gone better.”
You become so fixated in feeling wronged or victimized that you render yourself powerless. In an effort to avoid being hurt again, you may hedge your bets, fly under the radar, try not to get your hopes up. And this act of withholding keeps you from doing the very thing that could allow you to succeed next time.
Often, setbacks have nothing to do with you as a person.
You lost a big client. Yet in retrospect, you realize the client was a huge pain in your rear end, sucking up time and energy that you could have dedicated to someone you really love to work with. And if you take it personally, you’ll keep your perfect client from seeing the very thing in you that could cinch the deal.
What If It Was Personal?
But what if it did have to do with you? What if you came on too strong? Or too meek? Or if there was something you could have done to get that promotion, keep that client, succeed with that proposal? Well, if you take it personally you may never have the courage, the confidence and the open mind it takes to solicit or receive the feedback you need and to act on it in a way that allows you to succeed next time.
There is a difference between taking things personally and learning what you could do differently next time. Taking things personally causes you to contract. And learning allows you to expand. Which will you choose?
My 13-year-old son reminded me of the importance of mindset in my own life.
Though it’s not likely that snowboarding will be in my future, there is a good chance that I will fall the next time I try something new. When I do, I will remember how his lack of regret and eagerness to try again kept him from an unproductive mindset.
And I will pick myself up, tend to my broken bones, and allow myself to enjoy the joy and satisfaction that comes from getting back on the slopes.
Aligning your mindset with your desired outcome is an essential and often overlooked practice – a major focus of The Real Leader’s Guide to Freedom & Flow Group Intensive. Though the spring program is now full, you can get on the waiting list for priority access to the fall program, kicking off in September. For more information, visit The Real Leader’s Guide to Freedom & Flow Group Intensive.
Winston Churchill once said, “Success is not final and failure is not fatal – it is the courage to continue that counts.” Thomas Edison offered, “Many of life’s failures are people who did not realize how close they were to success when they gave up.”
Their words lead me to contemplate the very meaning of the words “success” and “failure.” Perhaps they are nothing more than labels we use for experiences that could very well be vital stepping stones. Both words are loaded with judgment that compels us to move closer to one and further from the other. But what if they are simply two sides of the same coin?
Consider the following events in each of these people’s lives:
- It’s been said that Abraham Lincoln failed in business twice, had a nervous breakdown, and was defeated in eight elections.
- Walt Disney was fired by a newspaper editor who thought he lacked creative ideas.
- When he was young, Thomas Edison was told by his teacher that he was too stupid to learn anything.
- Soichiro Honda, the founder of Honda, was turned down by Toyota for an engineering job.
- Before becoming a successful actor, John Wayne was rejected by the US Naval Academy.
- Lucille Ball was dismissed from drama school with a note that read “Wasting her time… she’s too shy to put her best foot forward.”
- Steven Spielberg unsuccessfully applied to film school three separate times.
- Michael Jordan was cut from his high school basketball team.
- Baseball legend Babe Ruth struck out 1,330 times.
- The first novel of best-selling novelist John Grisham was rejected by 16 agents and 12 publishing houses.
- Before going on to sell millions of copies in 27 languages, Robert M. Pirsig’s book Zen and the Art of Motorcycle Maintenance was rejected by 121 publishers.
- Deca recording company turned down the Beatles, with the reason “We don’t like their sound, and guitar music is on its way out.”
This list could continue for pages. What these people have in common is that they didn’t let labels like “success” and “failure” define them. They didn’t allow the events in their lives (or their thoughts and judgments about them) to get in the way of their dreams or what they knew they were capable of. And their courage, perseverance and determination benefitted not only themselves, but countless others – many of whom came generations later.
Another of my favorite quotes is from a woman named Susan Taylor who said, “Seeds of faith are always within us; sometimes it takes a crisis to nourish and encourage their growth.” Using this same wisdom, perhaps what some call “failure” is actually a catalyst – or even a prerequisite – for what others call “success.”
What’s happening in your life right now? What if it is the very experience you need to get where you most want to go?
If you are interested in more tips for transforming your setbacks to springboards, I encourage you to check out The Real Leader’s Guide to Freedom & Flow Group Intensive, an exclusive twelve-week group mastermind/coaching program/online training course kicking off the week of March 20. The program is a blend of online leadership development, small group mastermind, and one-on-one coaching, and is limited to eight people. Sign up today!
“The key thing to remember is not that we need to be fast but that we are running a race that has no finish line. So the fuel that drives us needs to be made of something substantial — something for the heart that the head can also follow.”
~ Vincent Kralyevich, American film producer, director, author, art director and composer
Have you ever had an idea that made the hair on your arms stand up?
Maybe it’s a dream that beckons to you – one that holds promise for your future and that of others as well. When you think of the possibilities, you may find yourself feeling light, energized, and connected to something greater than yourself.
This is what inspiration feel like.
It is buoyant and powerful. Simple, yet strong. And it is contagious. Inspired action tends to touch others in a way that activates something inside of them as well. It connects them not only to you, but also to themselves. I like to think of inspiration as a pull – like a magnet that draws us toward something and gives us the power to bridge the gap – even if we aren’t sure exactly how to do it. Inspiration is something we receive and it comes to us when we are receptive to it. It requires trust, faith and patience.
Sometimes inspiration gets blocked.
What gets in the way of inspiration is our doubts, fears and faulty assumptions about what we can or cannot do, or what is even possible. These doubts are like layers of stuff that dilute the magnetic force of inspiration. Inspiration still beckons to us, but something stands in our way. This is where motivation comes in. It is something we summon up inside ourselves to get us to overcome the obstacles that are in front of us. And as leaders (regardless of your vocation, title, or role), it is something we often try to summon up in others to get them to do the same.
Motivation often takes the form of the carrot or the stick.
What gets us off the dime when we are balled up in our own fear is the willingness and the will to take action. Where inspiration is the pull, motivation is the push. The word motive is derived from motivation. Our motives can be in service to a higher good, or they can be in service to ourselves alone.
When motivation is aligned with inspiration, miracles can happen.
But when it is not, we will find ourselves feeling out of sync. Inspiration (a higher calling) without motivation (the will to act on it) leaves us feeling stagnant, stuck, and/or unfulfilled. When we refuse to answer our calls to greatness and play small instead, it is often because we have let our fear and doubt get the better of us. Though we may be very busy, we will likely feel as though we are not accomplishing anything of great significance.
Motivation serves us best when it works through obstacles in our own thinking that get in the way of acting on our inspiration.
Motivation without inspiration feels a lot like driving a car without power steering. Or it can be like trying to run through mud. It requires a lot of effort and strength and leaves us feeling exhausted. When motivation serves a higher purpose (that provided by inspiration), the load is lightened and the way becomes clear. But when the object of our desire is one that derives solely from our ego’s need for things like power, prestige, control, approval, or wealth, the push of motivation is not aligned with the pull of inspiration and we stray off course. That’s when things get difficult – we may feel as though we are exerting a lot of effort but not really getting anywhere.
Sometimes motivation and inspiration begin in alignment and then gradually become disconnected.
We start out feeling in sync, making great progress and experiencing a state of flow, and then hit a bump in the road. The bump may be a fear or some other kind of assumption that we need to examine and disempower before we can move on. Or, it may be that we simply need to wait awhile.
The cool thing about inspiration is that it comes from a higher source.
One that sees a bigger picture than we do. Sometimes there will be delays that we do not understand. Our egos can become impatient and steal the show – trying to push through these barriers with sheer force and exhausting us and everyone around us in the process. And once our egos are in charge, things have a way of deteriorating. Our motivation (or motive) mutates from being in service to a greater good to being in service to ourselves – or some ego need.
What do you do when things stall out?
It can be tough to discern what kind of action (or inaction) is required when we encounter an impasse. But if we get quiet, we can tap our source of inner wisdom to find the answers we need. When we purify our motives (motivation) so that they are in service to a higher calling (inspiration) we get back on the path that leads to greatest fulfillment for ourselves and everyone around us. And using motivation to remove the blocks that stand in our way will ensure that we actually make progress on that path and bring our greatness into the world in a way that inspires others to do the same.
My life’s work has largely been around unleashing inspiration in my own work and helping others to do the same.
And I’m so excited about a new program I’m about to launch where I will partner with a very small group (limited to eight people) in a highly transformational process. If you are interested in delving deeper into how you can infuse your life and leadership with inspiration and experience a greater sense of meaning, higher level of performance, and lasting fulfillment, I encourage you to check out The Real Leader’s Guide to Freedom and Flow Group Intensive, an exclusive twelve-week group mastermind/coaching program/online training course kicking off on March 20. Sign up before March 10 and receive a 15% early bird discount!
You might tell yourself that work isn’t supposed to be fun – that’s why they call it work. But when you spend the majority of your waking hours just getting through the day or counting down to the weekend, you have a bigger problem than you might think.
Most of us don’t start our professions that way, but over the years disappointment, frustration and pressure can lead to disillusionment, disengagement, and burnout. Lack of passion and joy on the job will hit you hard in three major areas:
Let’s take a look at how work becoming a grind affects you personally.
You might think that as long as you can enjoy yourself after five (or six, or seven) and on the weekends, you will be just fine. But when you spend the better part of your day on a kind of autopilot, feeling like you’d rather be somewhere else, it’s hard to keep that negativity from spilling over to the rest of your life.
You may find yourself irritable, preoccupied, exhausted or just brain dead.
And whether you know it or not, that infringes on your ability to fully enjoy the things, experiences, and people in your personal life that you hold most precious.
You may even have a decent paycheck and enjoy a position of influence and status in your organization. But when the work you spend more of your waking hours doing is a continual grind, it’s easy to begin feeling as though life itself lacks meaning and fulfillment.
Perhaps you’ve made the decision (consciously or unconsciously) to put your personal happiness on the backburner in the name of your professional success and upward mobility.
Well, unfortunately lack of passion and joy on the job has a negative impact on your professional effectiveness as well. Let’s take a closer look at that.
You can try all you want, but when you are exhausted and overwhelmed you will work very long days spinning your wheels without getting a whole lot done. You may think you just don’t have enough time to finish everything on your plate. And while it is true that time is finite, your real problem is lack of energy.
Creativity and Problem Solving
Lack of energy makes everything take far longer than it should. It blocks you from accessing your creativity, leads you to unnecessarily complicate things, and pushes the solutions to your problems just out of reach. All of this will contribute to a feeling of being unable to get important things done, which will cause you to work longer hours and become even more exhausted.
If your job requires you to have even the slightest degree of influence over others, consider this: getting someone excited about doing something is largely a matter of sharing your enthusiasm. But enthusiasm isn’t something that is easily feigned. And when you try to fake it, you will come across as being disingenuous, which will keep others from trusting you.
It’s exceedingly difficult to get anyone — whether they are your coworkers, your direct reports, or your customers — to become excited about something you can’t muster up the passion for yourself. And while we’re on the subject of coworkers, direct reports, and customers, let’s talk about the impact lack of passion and joy on the job has organizationally.
If you are a leader of others — whether you know it or not — you are setting the tone for the entire organization.
If you are not feeling emotionally committed, passionate, enthusiastic and connected to your work and the people you partner with to do it, chances are the people you lead will not be feeling it either.
Research indicates that as much as 70% of U.S. workers are not engaged. That translates into people who are physically present on the job, but not emotionally or mentally all there. When people are disengaged they go through the motions, doing as little as possible to fly under the radar.
The Cost of Complacency
This complacency causes all kinds of problems, including low quality products and services, plummeting productivity, low creativity and innovation, strained customer relationships, intra and interdepartmental conflict, absenteeism, high turnover, and ultimately low profitability. It does little to attract key talent, and certainly does not contribute to having a competitive advantage in the marketplace.
What does that have to do with you?
Engaged employees are people who feel part of something bigger than themselves — an organization with a shared purpose that has meaning to them. And they want to work for a boss who is turned on and tuned in to the organization and them as people.
If you have no passion or joy for your own work, you will be hard pressed to inspire it in others. In fact, you could end up unwittingly sucking the joy from those who already are engaged, and/or driving them to look for work elsewhere.
Losing your passion and joy at work has significant implications for you on three different levels:
(1) Personally. You just can’t turn it on and off like a light switch. If you are feeling a lack of passion and joy at work, chances are good it will translate into your personal life, like a dark cloud that follows you around despite your insistence that you can shoe it away. You deserve more out of life than that.
(2) Professionally. The overwhelm, frustration, and exhaustion you feel is likely keeping you from performing at your best. While you may be working very long hours, your problem is not lack of time but rather lack of energy. Lack of energy is accompanied by lack of creativity, problem solving and influence. Energy comes with passion and joy. And when passion and joy are lacking, your performance will be lacking too.
(3) Organizationally. Just as passion and joy can be contagious, so too is the lack of it. A leader’s lack of passion and joy gets translated into disengagement, both for the leader, and the followers. Disengagement negatively impacts productivity, innovation, customer satisfaction, employee recruitment and retention — and ultimately profitability.
So if you feel like work has become a grind — but not a problem you have the luxury to address right now, think again. It may well be that you can’t afford not to. Rejuvenating your passion and joy on the job is easier than you think. And it doesn’t necessarily mean that you have to find another job.
Consider making reigniting your passion at work a priority.
And if you are interested in receiving some support and guidance, I encourage you to check out The Real Leader’s Guide to Freedom and Flow Group Intensive, an exclusive twelve-week small group mastermind/coaching program/online training course kicking off on March 20. Sign up before March 10 and receive a 15% early bird discount!