Meeting the Moment

Meeting the Moment

As we continue to navigate our world and what it means to be a whole human during these times, what is becoming more apparent to larger groups of people is that many of our old systems and ways of doing business (and much of life) are no longer applicable to who we want to be now. We have an enormous opportunity right in front of us to dismantle any old habits and beliefs that no longer serve us.

We get to meet the moment. In front of us is a future we are co-creating. We can choose to join the momentum of positive change, creating a new vision for our communities that supports each of us as individuals, while contributing to all of humanity (win-win).

What this means in business and in the work we do here at Leading Edge Teams is that we get to support the leaders within our clients’ companies to be whole humans—no diminishing who they are, instead showing up empowered to collaborate effectively with others. 

True Leadership does not emotionally react to challenges and push forward in unproductive and harmful ways (also known as self-protective behaviors). True Leadership requires emotional endurance in the face of the ever changing business landscape. It involves well thought out choices, made after considering the current moment and future business goals. Strive to bring your best self to work, so that your good critical thinking is engaged and available to fully contribute with your team. When we each do the work at the individual level to be Self-Leaders, we can come together and achieve amazing things.

Now, this doesn’t mean lack of mistakes or perfection, or always getting it right by any means; you are still human after all. It just means that when your emotions start to get fired up, you take responsibility to reign them in enough that they are not running the show (though when we observe our emotions they can lead to valuable insight). So be a whole human being, and recognize the humanity in your team—only then will you be able to harness the power of The People Part for your business!

It is time to set aside the dated and limited approach of top-down authority and control. Complex problem-solving done well is a team effort. If there were simple solutions, our biggest problems would have been resolved already. Give your team the opportunity to be in a psychologically safe environment, with plenty of space to learn, grow and contribute—and you will find creative solutions where you thought there were none. 

You may wonder, “What’s my part?” The good news is that as an individual, no matter what is happening around you, you can make a choice about how you would like to show up! You always have a choice! Consider the leadership reputation and impact you would like to have, and start building towards it one choice at a time. 

Here are some ways to anchor in Self-Leadership to be best equipped to handle and navigate change—big and small—and keep showing up as your best self…

  • Do your self-care! You can’t face challenges well when you are on empty.
  • Create the conditions for a collaborative environment by asking more questions and listening to the answers. 
  • Slow things down when under pressure. It will seem counterproductive but it is the only way to access your best critical thinking.
  • Stay open and flexible…there is no perfect plan.

And remember, success in business today requires a collaboration of great minds, talents and perspectives. So continue to strengthen your leadership, because you can’t lead others if you can’t lead yourself. And always uplevel your People Part skills, because sustainable success takes a team!

Start today. What is the impact you are going for? And what steps could you take today that would assist you in moving in that positive direction?

I’d love to hear what you are thinking. Leave your comments below.

 

Success takes a team,

Heather

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Solutions for the Entrepreneurial Dilemma of Doing It All

Solutions for the Entrepreneurial Dilemma of Doing It All

Entrepreneurs of growing companies often spread themselves too thin. Like many, you may be in the stage of your business where you’re still running it “solo” from daybreak to sundown, and well beyond. You may recognize the need to hire one person or more, but you don’t know where to start. 

Even though you may not be quite ready to let go of wearing all the hats, I encourage you to look at the priorities of your role and accept that your business has likely gotten too big for you to accomplish alone. It doesn’t stand still—and with growth comes the need to redefine your role as CEO.      

As an entrepreneur who doesn’t yet have a team, it can be a challenging shift, because you likely started the company as one person—you have been a “solo act” from the beginning, have total control, carry the responsibility, and wear all the hats. There is a short window of time that an entrepreneur can pull that off before it’s no longer sustainable. As well as this works in the short run of a start-up business, it causes burnout and inefficiency in the long run. 

As a CEO, you must learn how to increase your own value by identifying specifically what you should be doing for the companyand the answer isn’t “everything!”

The best and only solution to doing it all yourself is to hire skilled people that develop into Self-Leaders who collaborate as a team, working for and with you. A trained, cross-functional ‘A’ Team of people is the goal. This is a choice that has to be made. However, I know what you’re thinking. As an entrepreneur you are creative and independent, and you have taken the financial risk, and initially you might not have planned to be hiring, developing and managing a team. Believe me, you’re not alone. 

A CEO I’m currently working with is facing the dilemma of doing too much for far too long: “I know I spend too much time working ‘in’ the business. I get frustrated when I feel like I’m losing touch with my industry. I need time to network, to stay in tune with the pulse that ignites my creativity that began all this in the first place—it’s a challenge to get the time and space for my vision and planning to stay fresh. Right now, I feel time is eaten up with everything but those things!” 

Just HOW does this CEO get back some of his space and time, so that he is free to do what is important in his role?

As an entrepreneurial CEO, a first BIG step is to fully accept that you are only one person and there are only 24 hours in a day and work cannot fill all of the hours in your life; you have specific constraints in your role that include time

The second step is to hire at least one other person (if you don’t already have a team) that has the skills and expertise to cover areas that are not the CEO’s strong suit, or areas that they should not be spending the time to do any longer

All of this said, CEOs in the habit of the old model of top-down authority, tend to want to hire “another me,” a COO/Chief Operations Officer to TELL people what to do. This does not work. 

There is a better way…

To avoid top-down authority, control of responsibilities has to shift to one other primary person, then others take up specific functions and tasks as you continue to hire and build an aligned team. Clearly, it takes a change in mindset for CEOs to let go of doing it all.

In my client’s case, it’s important that he prioritizes his time for his talent to focus on holding and further developing the vision of the company, and to lead and inspire the team. He needs time for critical thinking, new ideas, high-level strategizing, goal-setting, and his presence at events. Those things are primary for his role. Simultaneously, as he further clarifies his role, he also has time for a personal life.

He has learned to rely more on a cross-functional model of leadership that hires and trains for collaborative thinking. This will help free him up for his priorities as he begins to trust his team to deliver outcomes and achieve business results.

SO WHO is the right person (or people) to take on those responsibilities that the CEO, up to this point, felt only he could do? 

I advise CEOs to look at who shows the most leadership and ownership for outcomes that currently is working within their company (or to hire someone who is a good fit for this role). This is the person to develop as the one to hand off to and rely upon to problem solve and get it done. In this client’s case, a partner is now taking on the responsibility to perform the tasks and functions of the business, and is the “go to” person who is at the center of all that is happening on a daily basis. She is evolving to handle the balls that are in the air, not him. What cannot be handled by her is posted on the agenda to discuss at the weekly meeting with him (unless it is urgent).   

JUST WHO IS the cross-functional team in the beginning?  

Typically, after developing a secondary person who leads operations and teamwork, you continue to hire and build your team with this person leading. How this happens or who you hire obviously varies based on the needs of the business. 

(Need help hiring? Read my “Entrepreneurs Make the World Go ‘Round” blog here for more tips)

That said, the central role of the secondary person to the CEO is not for telling other people on the team what to do, by using the worn out model of top-down authority, but to actively help to hire, train and develop skilled people, who can take on specific tasks. The business then grows as your team continues to align and achieve your business outcomes.. They function as peers in collaborative discussion and decision making. They freely take initiative and feel free to speak out in their role and express viewpoints based on their responsibilities and expertise.   

Think about your own business needs and what you need to let go of and begin hiring for. Here are some questions to help you to start thinking about where you are now and what you need to consider as you plan for your next steps. 

  • Who on your team may be able to take on a higher level responsibility?
  • What areas in your company do you need more help?
  • Who is driving the execution of outcomes?  
  • How does your company team work together, then communicate up the triangle to the CEO for what they need to know?
  • Who are those that you can develop further to think and lead? 

The fact is, you will keep learning as you move forward, and I’m confident you’ll find that you are even more brilliant with a team!

 

Barbara 

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

“7 Agreements” That Help Avoid Employee Resignations

“7 Agreements” That Help Avoid Employee Resignations

In today’s business climate, creating a company culture that attracts and retains A+ Players and develops teams is a necessity. 

“The Great Resignation” is making companies regroup, rethink, and renegotiate.

Here’s what’s happening: In the US and elsewhere, with COVID still changing norms and shaking things up, the way we do business is changing. Large numbers of people are leaving their jobs, and with remote work on the rise, the so-called “normal” business environment of yesterday may never return. Like me, you probably see “Hiring” signs and a lack of employees everywhere you go. It is evident that business owners and managers are now navigating the ripple effects from the pandemic, as employees re-evaluate their lives and careers and leave their jobs in record numbers. 

A recent survey of 1,000 full-time employees done by PlanBeyond, a Seattle-based market research company published that nearly half of them were considering leaving their jobs in the next six months. The survey results make it obvious what is lacking in the workplace:   

  • No appreciation: 21%
  • Bad supervisor: 18%
  • No freedom of expression: 16%
  • Bad colleagues: 11%
  • Being young: 10%
  • Boring work: 9%
  • No professional growth: 6%
  • Unfair compensation: 6%
  • Inflexible work arrangements: 3%

To attract and keep the best employees: Owners, CEOs and Managers, heighten your awareness of WHY employees resign and go elsewhere. Use information (such as the survey above) to set priorities within your company, to create a trusted and psychologically safe environment. With a new hire, or as you interview, address how you demonstrate and manage these common priorities people want in their jobs.     

Companies also have a record number of open positions, so the timing is right to know this: Top-down authority is a business model of the PAST. Hiring people who are skilled self-leaders, who can work independently and align collectively with a team is what’s happening NOW. There’s no time to waste; learn how to hire and retain the best talent by building a collaborative, cross-functional team that drives your business outcomes. It’s the only way you’ll set yourself up to meet your goals for sustainable, long-term success. 

THE PEOPLE PART is your greatest asset—that has always been the case, but some CEOs/executive managers are just now realizing it. And at the same time, they haven’t understood exactly how to utilize and value their best people and teams as they should. Employers must recognize that there is more expected of them, because experienced people know they can make choices of where, how, and for whom they will work. They want to feel appreciated, know their work makes a difference, all while achieving work/life balance.      

There are SEVEN AGREEMENTS that every CEO, business executive and company should learn and implement to achieve their goals and thrive. On April 26, 2022, my new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good will be released by Hay House. Inside this book, I teach how these agreements can become practiced habits, automatic behaviors, growth in self-leadership, and daily action items. Naturally, most employers would opt to do these things if they already had these tools and knew how to set up processes and teams, but unfortunately they only know what they know, and without these agreements, all the pieces don’t necessarily fit together to create a whole, unified team, and productive company.

I encourage you to learn more about these SEVEN AGREEMENTS that have step-by-step details. Begin to put these agreements into practice, and your company will benefit, no matter the size. You’ll experience increased productivity and satisfaction, and help to avoid burnout and resignations, as a skilled, satisfied ‘A’ team of people work together to build a successful business. Here’s a quick breakdown of the “Seven Agreements”:

Agreement 1: Learning Self-Leadership

We consistently show up in Self-Leadership rather than self-protection.

Agreement 2: Defining Company Goals

We define and align on intended outcomes.

Agreement 3: Establishing Clear Roles

We clarify our parts and where they fit in the whole.

Agreement 4: Building High-Trust Relationships

We consider our impact on others, have their backs, and repair relationships promptly.

Agreement 5: Making Conscious Agreements

We make collaborative, conscious agreements that we’re confident we can keep.

Agreement 6: Recognizing and Responding to Change

We recognize change, anticipate impacts, and proactively adapt our agreements.

Agreement 7: Creating Your Company Culture

We make best practices habitual to achieve our highest performance potential.

You can pre-order a copy of the book here: leadingedgeteams.com

As I wrote and completed The People Part, I realized more than ever all that I’ve discovered in my decades-long career, and even more during the last couple years of the pandemic. Through my book or working with us at Leading Edge Teams, your business challenges can transform into business success. 

We are here to help you—I also encourage you to read other blogs here on our site and to sign up for our mailing list to receive our “Team Tip” emails that give you useful tools and strategies to help you create a successful business that you love. 

 

Annie

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released April 26, 2022.

You can pre-order it here: 

 

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed).

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Entrepreneurs Make the World Go ‘Round

Entrepreneurs Make the World Go ‘Round

It’s true, the world needs you… so are you wondering how to be super successful in your business?    

It may come as a surprise, but you need additional skill sets and a team of people to achieve company growth, goals, and long term success! Most likely, you already know that you have stepped into multiple layers of challenge, change and learning as you work hard to turn your vision into reality! 

As scary as it can be for an entrepreneur, and as you go forward and face your fears to achieve your vision, there needs to be a willingness for you to stretch, grow and let go! That’s how you position yourself to make a difference in this world, as you provide products or services that are unique and needed. 

 

TO BE A SUCCESSFUL ENTREPRENEUR, DO THESE SIX THINGS: 

Those in the tech industry are vivid examples of successful entrepreneurs who contribute to “making the world go ‘round,” well beyond what most of us will accomplish or earn, but nonetheless they did (and still do) what all entrepreneurs must. They took a chance to:

1) act on their dreams; learn, develop and grow, personally and professionally 

2) allow mistakes and failures to help them seek new opportunities 

3) stay in step with global change 

4) create something unknown and different 

5) consistently respond to the needs in the marketplace 

6) trust other people; accept team/people are the all-important asset needed for success 

All of that said, PEOPLE drive the functions that make any business successful!     

As an entrepreneurial business coach, it is my honor to share information, coach and hone skills, as I come alongside all types of business owners as they seek to turn their vision into a profitable reality. 

However, it is sometimes a humbling experience for CEOs/owners to accept that a successful business is not a solo act! (I’ll be frank. It’s a really hard truth to swallow for some entrepreneurs.) 

When I introduce the team concept, it is the impetus for CEOs to personally develop executive skills in a variety of areas, so that they show up each day as an efficient, knowledgeable, confident and respected leader. 

Interestingly, to best establish and utilize other people, a CEO must learn how to increase their own value by identifying what that is; they must understand the specific constraints of their role, and how to hire and develop others on their team that have expertise in areas that they do not have or should not take on. These need to be people who can be trained and trusted to make decisions and take responsibilities that free the CEO. Because—outdated, top down authority, where one person at the top tells everyone else what to do is no longer a viable option in the workplace of today.  

THE DILEMMAwhich is an ongoing dynamic tensionuntil it isn’t!  

Does this sound familiar? As an entrepreneur, you are the innovative founder at the top of the triangle; within you lies the knowledge and passion needed to build your specific type of business. You’re the spark that started it all. That said, if you’re doing it all and wearing all the hats within your company. It’s simply not sustainable. 

Too often, do you feel if you drop one ball, it’s all going to fall? If so, you are on the verge of being worn out and burned out.

DEFINING THE CEOs ROLE IS VITAL

To free CEOs up, there are a variety of additional skill sets and people needed to effectively run and grow a business—tasks and functions, of which, one needs to efficiently learn to let go of, and not be responsible for any longer. In some cases, CEOs don’t even know how to do them, but perhaps have tried. It’s a transition that takes time. 

To become an effective business owner and sustain for the long haul, you must cross-over from working solely as an individual, like you probably did in the beginning, and may still be doing, to relying much less on your individual effort (in lower triangle business areas) for long term success.

There are many layers to building departments and a cross-functional A+ Team, but before we can coach on how to best utilize a team of people, you have to hire the best people.

Are you hiring? Consider these key points to raise your awareness about what the best people (those A+ Players) want and need to take a job with your company.

Who should you hire? Hire people with great skills, experience, and personality that are the right fit for the job; and hire people who have the capacity for Self-Leadership, and those that have a willingness to work independently and as a team. Hire those who want to take ownership in achieving company goals. 

Now, more than ever, employees will no longer stay in an unhealthy, top-down authoritative environment just because they need a job. They want to be in an environment where their contribution and work-life balance is valued, so consider the following things and openly discuss these points when you interview, invite them to respond.

Know what A+ Players” REALLY WANT in their job…  

  • To enjoy material and status rewards (compensation, prestige, perks and benefits)
  • To grow, learn and develop in their role
  • To be recognized and appreciated for their contribution
  • To meaningfully contribute to achieving great results
  • To commit to a greater purpose beyond themselves
  • To perform within an environment that has peer-based collaborative discussions and decisions (seriously, employees will not stay in an unhealthy culture of top down authority) 

Know what ‘A’ Players NEED FROM YOU, the CEO or executive leader…

  • Vision, clear direction, and defined outcomes (know what they’re working towards) 
  • Psychological Safety (an environment free of blame, criticism and judgment)
  • Other A+ Players; a developing Cross-Functional Team 
  • Resources (financial, people, training)
  • Structure (business/systems, people/team)
  • Solid Support (in word and action)

When a CEO starts to build a team, he or she must begin to “let go” of wearing all the hats. That begins a better way of doing business… 

In the meantime, within your company, is there already a person working for you who demonstrates Self-Leadership and ownership of projects and outcomes? This is the person I want to see you rely on differently. 

My next blog, “Solutions for the CEO Dilemma,” I’ll suggest how you begin to shift your role as CEO. This strategically happens as you develop one other primary person (to free you up), and go forward to hire others for specific roles and functions. 

Barbara

 

Leading Edge Team’s CEO, Annie Hyman Pratt’s new book, The People Part: Seven Agreements Entrepreneurs and Leaders Make to Build Teams, Accelerate Growth, and Banish Burnout for Good is being released in Spring 2022. You can pre-order it here:

This book is for you if…

  • You’re just starting out
  • You have a business that is stalling
  • You’re a leader feeling like you are just not good with people, but you really, really want to be
  • You’re a member of a team within a business
  • You’re an entrepreneur with a great idea and no desire to manage people
  •  

The People Part is a comprehensive tool kit for how to work effectively with your people, with workable solutions for CEOs, business leaders, and team members. It will teach you the competencies that you (almost certainly) don’t yet have (and didn’t know you needed). 

 

Advanced Praise for The People Part:

“Annie’s approach to managing people has transformed our business here at Hay House and my life as CEO. Let her help you and your business too.” — Reid Tracy, CEO of Hay House, Inc.

Vulnerability Is Key to Connection And Success

Vulnerability Is Key to Connection And Success

Before I began my studies at University of Santa Monica (USM) for Spiritual Psychology, I was an actress—a somewhat struggling one, just as many actors and actresses are. To support myself, I was a waitress most of the time I was pursuing a career in LA and New York—and a pretty darn excellent one. I always made sure every customer had everything they needed at all times and that every station was clean and fully stocked. I was hard working, efficient and dependable.

What I began to notice, however, is that many of my colleagues who weren’t as efficient and dependable—the ones who seemed to just stand around not doing much, lingering with customers for far too long—were starting to get offered parts from the regulars and I wasn’t. I couldn’t figure it out—it was disheartening and baffling. They all knew I was a great server, so why couldn’t they see that I’d also be great for a part?

Truth is it took me a long while after much life experience, my studies at USM and becoming a coach to have any insight as to why…

Every person who was offered a part was actually just being themselves while taking the time to connect with the customers. I didn’t, at the time, realize how important of a skill that is to possess and that it is a crucial component of being in a business that requires you to interact with people (newsflash—most businesses and jobs require you to interact with people!). I thought that just doing the mechanics of the job and the surface level connection required as a server was enough to be seen by everyone who walked through the door.

It seems so obvious to me today, but back then, I didn’t know that the power of letting down my guard, being vulnerable and genuinely connecting with others were keys to being more successful as a waitress, an actress and in every aspect of my life.

Today, there is no way I could be an effective coach and leader without the “people part”. My ability to model my authentic self and my humanness while connecting with my team and coaching clients allows me to connect with them beyond the surface and the mechanics of my “job”. I can connect with myself and them at deeper levels—that’s where the good stuff lies. It’s the space for trust, growth and expansion—key components for navigating change, the unknown, the ups and downs—all of it, especially in the business world.

And, because I am human, I don’t always get it right. There are times when I react in self-protection and become less authentic and less vulnerable. It’s normal and part of navigating life’s ups and downs. We are all learning and doing the best we can with what we know right now.

But, I have found that one of the biggest ways to help me remain authentic and vulnerable is to remind myself to be curious. Being curious allows the space to be open to possibilities and be genuinely present when connecting with others. When you aren’t leading with curiosity, you may carry judgments and preconceived notions about a situation or person—a space that doesn’t allow much room for trust and authentic exchange.

Here are a few ways and reminders that I use to stay curious and connect with others on my team and while working with clients (things I wish I had known to do when I was a waitress pursuing acting!):

  • Am I doing all the talking or am I listening? Yes, part of my job as an executive coach is to listen, but sometimes I might want to drive a teaching point home and forget that I still need to be mindful of whether or not I’m leaving enough space for the other person to talk.
  • I actively tell myself to be curious about the other person and be genuinely interested in them. One of my clients loves David Bowie a lot (I learned that by being curious about her) and was having a difficult time in her life. When I was out running errands, I happened to find a cool book on David Bowie that I thought she’d like, so I picked it up and sent it to her along with our CCORE process card. This gesture was a fun and meaningful way to connect with her while she was navigating life’s challenges.
  • Connect on the simple and/or neutral things to build trust in the relationship. One of my clients has a younger cat that looks a lot like my older cat, Buddy. We tend to check in about our awesome yellow cats before getting down to business. It may not sound like a huge deal, but it is a fun way for us to remain connected and remain professional. (NOTE: there are times when it feels necessary for me to reveal something about my life that is personal as a way to remind the person I’m working with that they are not alone and that there are others who understand what they may be experiencing.)

Maybe these examples seem straightforward and obvious, but I know they weren’t always obvious to me when I was more concerned with “doing my job” and less concerned with genuinely connecting to others as a crucial part of being great at my job.

Allowing myself to be vulnerable and authentic is key to being successful in my role here at LET and in all of my life. 

I’m grateful that I get to practice my “people part” skills!

Here’s to your most empowered success!

Heather

Program Director and Executive Coach

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

Four Principles that Bring your Org Chart to Life!

Four Principles that Bring your Org Chart to Life!

Do you want to grow business and build a high performance team? If you do, this requires leadership. However, modeling leadership involves your human self, your strengths and weaknesses, actions and reactions, and your willingness to commit to bringing out your best. 

It goes without saying, being a leader that has a strong influence on the activities and attitudes of the people in your company is not simple. You can create an “org chart” that lays out the titles and aligns job roles, but it’s your strong leadership, experienced up close and personal, as you develop the Self-Leadership of each employee, that brings the “org chart” to life! 

Do you feel that you are a leader that inspires other people to willingly follow? 

One of your primary roles as a CEO or an executive leader is to help others, who are also human, respond positively to your leadership. And that is entirely overlooked all too often by those in executive leadership.     

The real dilemma is how to model and put roles into action, to bring the org chart to life, so that the people in your company are productive and achieve outcomesand are retained because they are satisfied with you and their job. 

Let me tell you my story… 

In my twenties, and early days as CEO of Coffee Bean and Tea Leaf, I thought that two requirements, education and drive, pretty much summed up what I needed to do to be successful. I was young, and I assumed that I had what was needed when I came on board to lead my parents’ company at 22-years-old. And, after all, hadn’t I graduated Phi Beta Kappa, Magna Cum Laude, from UCLA in Economics/Business? 

The business had already proven itself, with seven “Mom and Pop” stores in Southern California during the beginning of the coffee boom. But, my involvement and leadership with the “People Part,” of the business was something I hadn’t highly considered. I assumed a lot about the “People Part,” and did not consciously recognize how people were the primary key to our company’s business success. 

Fortunately, after plenty of mistakes and awkward learning on my part, the people themselves taught me how to do things like:

  • Communicate frequently and effectively
  • Invest in developing their skills in areas that they were gifted
  • Trust their abilities and their role; avoid micromanaging
  • Address issues with all of those involved
  • Listen and welcome their problem-solving and creative ideas 
  • Celebrate them, their potential and accomplishments

Oh yes, I admit that I had so much to learn back then about leading teams of people, especially as I began to grow Coffee Bean and Tea Leaf to an international brand of 70+ stores in a short seven years time, but thanks to them, I’m where I am today—an executive business coach with a thriving business I love. 

Me, nor you, can afford to forget the importance of the “People Part.”  

Now, picture the people you work with… 

Consider the following four principles that build solid working relationships: 

“Relationships are based on four principles: 

RESPECT, UNDERSTANDING, ACCEPTANCE and APPRECIATION.”  Mahatma Gandhi

Demonstrate these four principles in your interactions with your team, and combine them with the tips listed in the bulleted list above, and I guarantee they will help bring your “org chart” to life. 

As you become a leader who values these principles, demonstrating them regularly, your reputation draws A+ Players! You build a reputation as a CEO or executive leader who is confident and wise enough to genuinely care about the people in your company. When you model and build strong working relationships, that in-turn creates loyalty and productivity. Then, anything is possible!   

Today, try to be deliberate about putting the four relationship principles into action.  

Do this especially if you don’t want to be known as just another company, CEO or manager! Be seen as a leader who stands out because you respect the people you work with—as well as appreciate their contributions to achieving company goals. 

Building strong business relationships with humans not only creates a trusted brand, but when you take time to have clear communication and connection, and make it a continual priority, you demonstrate RESPECT for those who help to make your business thrive. 

At the same time, add the skill of actively listening, and you are clearly saying to the other person, “I care about you and want to UNDERSTAND your point-of-view.” This assures greater safety in the workplace, and provides the freedom for both parties to speak openly and honestly, as each one is given the opportunity to talk. Listening includes restraining personal judgement, and participating by making eye contact and giving affirming nods.

A universal need humans have is to be accepted. Both respecting and seeking to understand another person, makes them feel accepted. 

From childhood playgrounds and on through the years, humans are social, want connection, and need ACCEPTANCE. It’s no different in the workplace; in fact, it might even be a more conscious need as a person grows older. 

How you demonstrate acceptance towards others in the workplace:                                            

  • collaborate to find solutions 
  • unite by letting go of what happened yesterday 
  • appreciate what is, rather than what you find lacking in another person   

And last but not least, establish long-standing success by showing people your APPRECIATION—your company team and external stakeholders—customers, and others in your sphere of company influence and community. 

Try these gestures of appreciation: 

  • written notes, online or offline 
  • small gifts 
  • time off for your team; opportunity to connect more personally with you for clients or customers 
  • personal videos to the team or an appreciation event for them; this works well for community and customers as well. 
  • few things beat a sincere one-on-one hand shake and words of appreciation for a specific accomplishment, or a monetary bonus for what an individual consistently contributes to the achievement of goals and outcomes.   

Professionally and personally, for everyone, 2021 has been an intense year to say the least. No matter what your stand or beliefs are on current issues, I encourage you to remember these four principles with whomever you interact with todayhave them ready to put into action. Notice how they help diffuse potential conflicts, build terrific relationships and help bring people, and your org chart, to life!  

GIVE: Respect. Understanding. Acceptance. Appreciation.

Annie and the Leading Edge Team

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

Getting Myself Back into Self-Leadership

Getting Myself Back into Self-Leadership

Here at Leading Edge Teams (LET), like Annie and the rest of our team, I spend a lot of time teaching entrepreneurs and teams strategies that help them to make decisions that will provide the best outcomes and drive their business success. It’s what I love to do—it’s rewarding to witness individuals and teams succeed and bring their most amazing selves forward. 

AND, we are all human. If it were always easy, I wouldn’t be here teaching you everything we know that helps you stay on track!

In order to be your best, you have to be in Self-Leadership. It’s the first step and the basis for everything that follows. If you aren’t acting from a place of centeredness and Self-Leadership, chances are you’re making decisions from self-protection rather than from the most empowered place possible. And, like I said, we are all human, so chances are you’ve reacted rather than taken the time to pause and let any desire to make a knee-jerk reaction subside. 

Likely, you’ve made a decision (or many) that you regret. I know I have (I’m also very human!). 

I can remember a few times (in my professional and personal life) when I wish I’d been able to get out of a reactive state to better assess what was true and what was just my own self-protection—I could have saved myself, and those involved, a lot less heartache and stress. If I had known to pause and give myself time to think about the facts involved, I would have been able to get back to a more neutral, aligned state that allowed me to communicate with a calm and clear perspective. 

But, I am human and I am hardwired (as we all are) to react in fight / flight / freeze / please mode when triggered and unsafe. This reaction is designed to keep us protected from tigers and other dangers that require us to act fast. The problem with this automatic human reaction in modern times and in business is that it is rarely a life or death situation. For each of us to make a clear decision, we are required to pause and regulate our nervous systems as best we can in the moment. From experience, I know that it is not always an easy task, but it is necessary.

In essence, I get to practice what we preach here at LET. Although our teachings are tailored towards business results, they apply to everything in life, because we need these tools when interacting with any human in any situation (and, boy do I wish I’d had these tools when I was younger!).

The key for you, for me, for ALL of us is to recognize when we are in self-protection and to do whatever it takes to get out of it (with loads of self-compassion) and back into Self-Leadership. 

So rather than providing you with a list of things that you can do that you may or may not try, I’m giving you a list of things that I have done. These have worked for me at least one or more times to help me enact the power of the pause:

  • Taking a full day off to do nothing—no input, no work or phone notifications, just the joy of sleeping in and only taking care of myself (and the furbabies). This form of rest and unplugging allows me to reset and recharge fully, enabling me to return to the problem with a fresh set of eyes.
  • State in the moment (if possible in the situation) what I need—a quick break; to talk through the triggers; to table this until tomorrow; reassurance that this can be worked through.
  • Hop in my car with some good music, windows open and drive down to Point Magu beach to enjoy the ocean breeze and view. There’s nothing like nature to help me let go of any stress and completely recharge.
  • Connect with a trusted colleague or friend to process my emotions so I can get to the other side and out of self-protection. Just having someone hold space for me while I talk about everything that feels super intense is extremely supportive and reassuring.
  • A good night’s sleep. It’s simple and sometimes all that is needed. AND, it does wonders to refresh my view of the world to get up and try again.
  • A long walk with my dog and / or a good friend helps me release any negativity by getting out of my head through exercising my body and breathing fresh air.
  • And last but not least—I love to curl up on the couch with my pets to watch a fun and relaxing movie or TV show. It’s cozy, and getting lost in another storyline that isn’t mine helps me reset and unwind.

Once I’ve had time to get myself to a calmer, less reactive state, then (and only then) am I able to begin addressing the problem at hand. Sometimes, getting out of self-protection is quick and only a minor pain and other times, it’s longer, because the issue and trigger are ongoing. There may be many layers to process and work through (and likely I have done several of the activities listed above to get myself out of emotional reactivity and self-protection).

I’m sharing this with you, because you (me and everyone) will continue to experience people and situations that cause us to feel self-protective and that’s okay—it’s more than okay. It’s part of being human. 

And, if you don’t already have it pinned to your wall or computer screen, download our CCORE Process here. It’ll help remind you of what steps to take to get you back to your thinking brain so your emotions aren’t pulling you in every direction trying to run the show (and a reminder / a word: your emotions, especially negative emotions, are an indication to pay attention to what is happening. They are meant to be a compass to point you in the right direction of what is off course and most needs to be addressed).

Show the world who you are through your positive demonstration of Self-Leadership—start today! I know you can do this! 

 

Here’s to your most empowered success!

Heather

Program Director and Executive Coach

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

Speaking My Music: The “Meeting Agenda Revelation”

Speaking My Music: The “Meeting Agenda Revelation”

Business coaching is my passion, and the people I coach are important to me. Consequently, on any given day when a client and their team reap concrete rewards in their workday, because of something I taught them yesterday—it absolutely makes my day.  

They are truly speaking my music when they tell me they are seeing the benefits in their business processes and leadership style and choices. Growth and transition are experienced in varying degrees and more quickly with some companies/teams than others, as was the case when I had a recent zoom call with the COO and CEO of a company I work with and coach. 

Of course, it’s all well and good for clients to take notes on what I teach and accept that they need change and new learning around specific areas of their business, but they reach a whole new level as business leaders when they begin to apply the methods I teach at Leading Edge Teams. It’s a highlight for me (and for them) when they come to our next coaching session with proven results. 

These particular clients are learning how to create, use, and rely on our training around the MEETING AGENDA tool. Immediately, they experienced some good changes in their business, which in turn are invaluable for achieving the greatest business outcomes. It might be a bit dramatic to say it’s “life-saving,” but clients learn as we work together, the methods that save them time and help to make their business more efficient often feel that way—new tools and skills ”calm the choppy waters” for them personally and professionally.    

The meeting agenda is rather simple, but a specific tool that has been a revelation for them, as one primary change has been implemented. 

So, what are they doing? 

The COO is saving herself and the team, time and frustration as she commits to quickly assess issues that are brought to her attention each day by using two criteria: 

a) Decide whether it’s “house on fire” and must be dealt with right now, today. 

b) Decide to put it on the agenda to deal with at the next weekly meeting, to collectively discuss, problem-solve and decide, or provide an answer.

As she consistently communicates (and turns it into habit), those two criteria keep her informed and responsive to the team’s needs, and eliminate confusion and unnecessary messaging. The team knows to expect that as COO, she will take action and deal with it now, or she will put it on the weekly meeting agenda to address at that time (when the company brings in the team to collectively think and make decisions together to achieve business results).

The benefit for the COO is that the team doesn’t hesitate to communicate concerns or questions, because they know it will get her attention within a reasonable amount of time that day. And with the COO’s new skill of assessing (the issue, question or decision needed), and by prioritizing when to deal with it, she has a reliable place to hand-off for dealing with it later. Obviously, this helps to limit the things that cause long hours and daily overload, something all business entrepreneurs and teams need to keep in check.

This uncomplicated skill is a relief for business leaders: If it isn’t a “house on fire” issue, it’s put on the meeting agenda, confident it won’t be forgotten, nor will it cause them to wake up at night in a panic. It’s effectively let go of, for that moment, reducing feelings of overwhelm and stress. 

This is just one example of how you can make the most of your meeting agenda. Let it help you prioritize your daily “stuff” that comes up this week. I invite you to give it a try.    

And… to achieve efficient, productive meetings, follow this agenda structure. It will set you up for success! (Remember to distribute your meeting agenda ahead of time, so those attending can prepare.)

  1. First on your agenda: Quickly talk about the outcomes that were achieved, the important deadlines coming up, then surface the things that are off-track, along with a quick mention of the things to be addressed that were added to the agenda during the week.
  2. Next, problem solve, especially those things just mentioned as off-track or needing to be addressed. Surface and discuss other challenges and obstacles that may get in the way or prevent your team/company from achieving their goals.
  3. Next on the agenda is “major or cross-functional decision-making,” or more specifically, the kind of decision making that needs more than one person’s input to understand impacts that will or could happen, so that the team involved can all be informed and on the same page to discuss or work through those as they move forward. 

(Note that problem solving (#2) and major decision making (#3) are crucial for a good meeting, so plan on them taking up 65 to 70 percent of your meeting time.) 

  1. This next agenda item is super important but often forgotten: recap the meeting and confirm decisions. Don’t miss this step, or there can be confusion about what was talked about vs. what was decided, leading a team member to take the wrong action or assume someone else has the ball. So, in this step go back and confirm the decisions that came out of the problem-solving in the meeting. Also note what questions were not answered and when they will be addressed.
  2. Now, “clarify next steps and upcoming actions.” This is where those in the meeting say out loud, one by one, what their next actions will be, to confirm that everyone involved clearly understands their parts and that the team is aligned in those actions. Any discrepancies? Make corrections. 
  3. Next on your agenda. “Align communication and coordination” for execution outside the meeting. This step is critical, because it’s how decisions made INSIDE the meeting get shared and communicated clearly with the people OUTSIDE the meeting. 
  4. Now, the very last step in your team meeting agenda is to evaluate whether the meeting itself was effective. Ask “How was this meeting?” Welcome brief feedback. If it’s all positive, smile and be glad. If improvement is needed, make changes next time. And lastly, share appreciation for each other; point out the positives!   

I encourage you to remember that your meeting agenda serves many purposes. It helps keep you all connected, and it keeps you afloat during the week and directs the course until the next meeting. Utilize your agenda this way and I bet you’ll see, you have way less “house on fire” experiences in your work day.  

Thank you for reading and learning along with me. When you make the most of any tip I share, just know you’re speaking my music! 

Barbara

Questions? I welcome you to ask me below.  

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

IT’S YOUR BUSINESS! LEADERSHIP EXCELLENCE: ENDURANCE RETURNS

IT’S YOUR BUSINESS! LEADERSHIP EXCELLENCE: ENDURANCE RETURNS

“Know you will make mistakes and have failure points along the way, but keep your head up, forgive yourself fast, and keep moving forward. Progress, not perfection.” (Teresa Royer)

This opening quote really hits home during a long year that has had everyone wound tight—and has left humans more stressed than most of us care to admit. 

So, how are you doing, professionally and personally? Struggling? Surviving? Thriving?

All of us at Leading Edge Teams want to know. We definitely relate to the ups and downs you may be experiencing. We coach entrepreneurs and their teams, and like everyone, we make adjustments within our own company. We know people have faced many changes and challenges these past months.  

I recently met a longtime colleague and friend, Nikki, for coffee. I’ve always admired her, because she has an active family life and is an owner/operator of a growing business, and frankly, always seems to have her act together. 

I walked into the cafe where we were meeting, and at first glance I could see the strain on her face. Her usual calm presence was silently screaming, I’m on edge and near meltdown!

After one sip of coffee, she blurted out, “I’m so glad to see you, because now I can be me—and quit pretending everything is okay! I’m feeling overwhelmed from the chaos. There’s no getting away from it—I’m so exhausted, I can’t hide that I’m not. So… the truth is—I’m a mess…” 

And as she continued to talk, tears began to slowly drip down her cheeks. Her usual leadership and confidence was no place to be seen. I felt for her, and wanted to support and help her. I listened… 

Blowing her nose, she spoke between sniffles, “The glitch this week… It took me forever to get my porcelain finish quite the right color; and now the manufacturer is short-staffed and running late. I can’t launch the line next month as promised. I’m going to let down my customers.” 

I responded with “I’m so sorry,” then encouraged her to tell me more…

Like me, I’m sure you’ve been overwhelmed and disappointed more than once in business and personal life. After the fact, we often think to ourselves: That was so hard, but I am stronger now; I feel some relief, and renewed emotional endurance. I can help myself if I accept what happened and keep putting my energy into today, right now!

I wanted to encourage Nikki to let go of all that had gone wrong yesterday, so it didn’t exhaust her and drag her down today. And just as draining for her were her fears about tomorrow; the late product launch. She had been up at night tossing and turning, and it had added to the emotional and physical exhaustion she was experiencing.

I did share with Nikki about trying to live in today, this very moment. For most of us, it has to be a conscious choice. By doing so, I knew she would have greater endurance for showing up strong, as she began to tackle each new goal with courage. It would be uncomfortable after this setback, and that’s okay. 

I was glad we were able to meet; she seemed encouraged. For all of us, choosing to connect with people, and not isolating, is important. She was able to talk about her worst and her best, and not hide it. I could see she felt some relief. Perspective was returning. It helped me, too, to hear what she was dealing with—a reminder that I wasn’t alone in “my stuff.” 

We talked more about her team, and if she was utilizing them to do their part. She hired good people, so she delegates to the correct people, and she does trust them to do their job. That’s a plus. Also, she chose to anticipate—Nikki had clear direction, even though she said she was a mess. She knew what she was working towards, and the business outcome that she expected. 

Over the years, I had seen her level of excellence and leadership. She chose to model Self-Leadership by self-regulating. That’s why she needed to let herself fall apart with me; she hadn’t wanted to show that side to her team to protect them from feeling any unnecessary, added pressure.

It’s cleansing to let it all out in a safe place, with a safe person. It can help any one of us from reacting in self-protective behaviors that hinder progress and teamwork.

After a couple of hours together, Nikki left. Smiling, she promised that she was going to spend the rest of that afternoon choosing to pause her business concerns, and focus on self-care. Walking to my car, I smiled too, because I realized I needed to do the same!  

Need endurance? You might PAUSE today and try the following: 

  • Take a break from your desk 
  • Walk around the block 
  • Take a few deep breaths and a timeout 
  • Take your dog for a walk  
  • Count to ten; drink some water or tea 
  • Take an exercise break  
  • Dance or sing it out 

First and foremost, keep going, you’re going to get there. I have to tell you, more than likely, you are doing better than you know!   

Even so, we know that 2021 continues to cause change and challenge in your business as well as your personal life—so don’t be too hard on yourself. (Check out this blog post that’s all about self-compassion as a business leader)

A great majority of people in business (and otherwise) admit to needing professional support and help with decisions and direction right now, because they’re feeling mentally, emotionally, and physically worn down—and that’s okay.

Here are some things to take note of and avoid as you strive to lead your team and progress in your business: 

  • Isolation / hiding
  • Lack of giving or receiving honest feedback
  • Old habits of self-protection and emotionally reactive behaviors
  • Limited self-awareness about situations and people in the workplace
  • A shortage of leadership skills that build working relationships (relying instead on the worn out model of top-down authority that decreases mutual working relationships)
  • Ineffective leadership direction and goals that restrict people’s ability to move through challenges and change (e.g. poor communication, interactions and teamwork, and action-based vision).     

Since you are reading this, we are confident you are one who is making the most of today, and choosing to focus on strengthening yourself, as you gain skills and strategies for endurance. You will not give up, and you will keep driving forward. Such an attitude demonstrates excellent leadership and perseverance. 

Productive and satisfying work days are what you want, and we want for you, so if you don’t feel you’re experiencing enough of those kinds of days right now, and are falling into self-protection more than you like, let us offer you our help. 

Contact us anytime. We’ll chat.

Thank you for taking the time to read this. You’ve come this far, so keep going. Others on your team (and at home) are watching how you make the shifts. Your willingness to change and make consistent and renewed effort models leadership—and endurance! 

Keep showing up strong!   

Annie and the Leading Edge Team

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

Know Your Triggers to Uplevel Your Performance

Know Your Triggers to Uplevel Your Performance

Every day, and in every challenging work situation, YOU have a choice in how to respond. Yes, you do—even on the days that leave you feeling exhausted and on edge, feeling like you’ve been driving for hours in a bumper car rink. On the days where other people’s words and actions seem to force you to have an equal and opposite reaction—you can still choose to not immediately react in ways that ramp up emotions and add fire to frustrating situations.  

Those days especiallypause and take time to think. Raise your awareness about the innate things within you that stir your reactions and threaten to trip you up: 1) Your self-protective hard-wiring—fight, flight, freeze, please—which do you revert to most often? 2) conditioned reactions learned from childhood 3) habits formed throughout your lifetime from life and work experiences. 

Awareness is the first step to making any lasting change. Learn to recognize your triggers, because emotional reactivity blocks your ability to make a positive difference and inhibits your job performance. Develop the ability to interrupt your emotional reactions before they drive your decisions and actions. Emotional endurance increases when you recognize your triggers (events, people, places, things, thoughts)—and choose not to react to those common triggers.

In business, this demonstrates self-leadership, it speaks volumes. The ability to interact positively with your team when under stress and pressure makes you a leader that others want to work with (and inspires them to bring their ‘A’ game). 

This does not mean things go perfectly, or that you have to be perfect. Perfection is not the goal. And waiting for, or expecting perfection will set you up to feel frustrated and fall short, creating unwanted reactions. Instead, remember the goal is “Self-Compassion and Progress” as you strive to strengthen your self-leadership by gaining awareness about triggers. 

No matter what, in all things, remember that your response is 90 percent of the solution. Business (and life) require you to adapt, negotiate, change, overcome, persist, let go—and grow! If you don’t, it is severely limiting for yourself and to company outcomes—even show-stopping!

Along with types of people/personalities, make note of other situations in the workplace that are triggers that tend to cause you to fall into an automatic self-protective mindset or behavior. 

Common ones are (Rate each 1 to 5, with 5 being greatest):   

  • Work overload or culture
  • Job dissatisfaction or insecurity
  • Continuous change (internally and externally)
  • Human conflict (with CEO, manager, team member, external customers)
  • A demanding, competitive work environment, not a collaborative one (not feeling psychologically safe).      

In spite of these, the world keeps moving forward. You know business productivity is a must, even as workplace conflicts occur and personal life happens! You’re human, so you already know the stuff that swirls around and within you influences how you react professionally—and vice versa. 

That said, triggers do happen. They stem from a genuinely perceived threat. So, have compassion for yourself and others when quick reactions blow away your best intentions in the workplace. As all people know, business is often challenging, and it can cause you to go into autopilot, and human self-protection. This throws your brain, the amygdala specifically, into an automatic reaction of fight or flight, please or freeze. 

Notice how self-protection surfaces in you: emotions like fear, tension, anger, panic, resentment (list your own self-protective emotions). These emotions, coupled with striving for PERFECTION traps you in insecurity, anxiety and unhappiness (again add how you feel), and are detrimental to your progress and job satisfaction.   

Whatever your position and role in a business, self-protection creates defeating combinations for humans who want to collaborate as a team—and it is magnified when you choose to focus on what’s wrong, not right—and sets you up to be in opposition with others.  

Flip the script in your head, and claim the benefits of self-compassion. That concept may sound like fluff to you, but it is backed up by hard data. So go easy on yourself. Take a deep breath, and be willing to learn and try again. And remember, it’s likely others on your team have felt as you do at one time or another. You are not alone in emotional reactions that hinder you!  

You grow as a business leader when you begin to recognize the self-protection triggers, and learn skills to keep them in check. Accepting what you must choose, change, or further develop within yourself is a key component of progressing consistently toward your career and business goals. 

Lastly, consider the following to raise your awareness: “What one situation or person is tripping your trigger, prompting you to react in self-protective ways?” Next, “Why does it matter?” Then finally ask, “Is there anything I can do differently to achieve a different outcome?” 

WHAT ELSE CAN YOU DO TO PREVENT TRIGGERS AND SELF-PROTECTION?           

  1. ACCEPT SELF-CARE IS NOT AN INDULGENCE. IT’S A NECESSITY. Make time for it.                                                                                                                         
  2. CONSCIOUSLY CHOOSE THE IMPACT YOU WANT TO MAKE. (Plan ahead.)
  3. MASTER THE POWER OF THE PAUSE. (Self-protective emotional, reactive feelings tend to resolve when given time and space.) 
  4. RAISE YOUR AWARENESS ABOUT THINGS THAT TRIGGER YOUR SELF-PROTECTION. Jot down the ones you recognize. (Master the pause and practice our CcORE Process: Clarify, Choose, Observe, Release, Engage)
  5. JOT DOWN YOUR ANCHORS (Hold to what you value and show up secure in yourself.)
  6. OBSERVE THOUGHTS AND FEELINGS (Avoid: “I should be doing better,”  “I messed up.” Avoid self-judgements: right, wrong, good, bad). 
  7. BEWARE OF WRITTEN, FAST-MOVING COMMUNICATIONS (Take time to pause and think, then respond.)
  8. CREATE RECOVERY PLAN FOR WHEN YOU GET STUCK. (One example is: Do you say “yes” when you mean “no?” Under pressure? Choose to pause. Buy some time to think things through before you commit or renegotiate.) 

Again, go easy on yourself, self-leadership is an evolution. You are doing better than you know. Take a deep breath. With a new awareness of your triggers, you are set up for even greater success. Well done! Don’t hesitate to contact us if needed.

Let us hear from you. Share in the comments below. What is your take away?

Annie and the Leading Edge Team

 

For a personal introduction to our coaching and methods, check out our series of leadership journals on Amazon.com:   

 

Ace in the Hole

30-Day Self-Leadership Journal #2

Power of Agreement

What A+ Leaders do differently to generate extraordinary results.

 

 

Ahead of the Curve Self-Leadership journal

Ahead of the Curve

30-Day Self-Leadership Journal #1

How to be a thriving ‘A+’  Leader in the fast paced,

ever-changing landscape of business today.

 

 

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