Picture if you can a group of people walking around the circumference of a circle. In the middle of that circle, there is an artifact of some sort. The artifact - an elephant, an ending, a confrontation, an internal project, the simple stuff- represents what we aren't talking about. Rather than go to it, we circle it. Better yet, we generate other things to talk about and focus on, thus transfering a higher degree of importance onto what is less challenging to discuss and con
Three Universal Truths. 1. Everything is changing all the time. 2. You have full dominion over your thoughts - always. (But no dominion over others' thoughts ever.) 3. You have zero dominion over anyone else's thoughts. Keys to these Truths. 1. Embrace change. 2. Become the master of your thoughts. 3. Stop behaving as if you have any mastery over anyone else's thoughts. Life and leadership are about to get much, much better.
Fundamentals for Smart Change 1. Readiness 2. Clear vision/objective 3. A sense of urgency to create something new 4. Tolerance for ambiguity 5. Being unattached to the outcome Environment/Culture for the Smart Change: - Actively engaging in new ideas - Actively seeing out change - Making an effort to encounter new challenges - Grappling with things you disagree with - Seeking out new people and new opportunities - Relishing in the discomfort that comes with being challenged
Fundamentals of Risk 1. Not using expert/user data 2. No strategy or a strategy that isn't linking politics and internal prioriteis with priorities of users or recipients 3. Shifting internal priorities constantly 4. Siloed conversations - prohibiting a single, unified vision. Environment/Cultures of Risk: - Not actively engaging in new ideas - Not actively seeking out change - Not making an effort to encounter new challenges - Not grappling with things you disagree with - No
Several seats in the arena are taken up by shame, scarcity, and comparison. That's a given. Invite them in, acknowledge their presence, see what they have to show you. Then, also invite yourself to a seat. Your whole self. No orphaning off pieces of yourself, no showing up part way. Keep a seat in the arena for the whole of you to be seen and to give them your all - regardless of what they think.
One of the primary functions of working any change process is envisioning and articulating visions, goals, and wants while simultaneously being unattached to the outcome. The duality of the process creates the dialectic necessary for unfolding to occur. When we're solely focused on or holding too tightly to visions, goals, and wants, we create blocks for other ideas and solutions to show up. If we're only "hopeful" and being unattached without creating some sort of scaffold,
Your thoughts are just your stories... fictional tales you tell yourself amidst the 80,000-100,000 thoughts you have per day. They have nothing to do with who you are and everything to do with your brain's capacity to churn. It's deceiving because we live in a culture that rewards the churn, and so we can over-identify with the idea that the capacity of our brains to churn 80,000-100,000 thoughts per day equals our smarts, greatness, finesse, depth, character - and doing, act
7 Layers of Leadership Development (Doing) Behavior Practices Skills -------- Self -------- (Being) Framing Character Alignment Leaders invite trust because of their competence and their character. It's a both/and not an either/or.