Finding The Right Balance: Responsiveness vs. Focus as a Leader

In today's constantly connected world, it can be tempting as a leader to be overly responsive - checking email and messages constantly, never letting yourself fully focus on the task at hand. However, while responsiveness is important, there are also downsides to being too available and reactive. Leaders need to find the right balance between being responsive while also protecting their ability to focus.

The Dangers of Constant Connectivity

Technology today allows us to be more connected than ever before. Email, messaging apps, calendar notifications - they make it possible to respond in an instant. However, research shows this constant reactivity can be detrimental:

  • Interrupting focus: Every time you context switch to respond to a message, you lose focus. This reduces productivity, creative thinking, and decision making.

  • Increased stress: The pressure to respond immediately can be stressful, leading to burnout over time.

  • Less strategic thinking: Reacting in the moment prevents leaders from stepping back and thinking long-term.

  • Poor signal to others: Being instantly responsive reinforces others’ expectations for instant replies, which isn’t sustainable.

The Benefits of Focus

While responsiveness matters, research shows leaders also need time for deep focus:

  • Improved thinking: Focus allows complex cognitive processes to occur, leading to more strategic thought.

  • Greater efficiency: Longer periods of uninterrupted work increase productivity.

  • Reduced stress: The ability to focus calms the mind and reduces anxiety.

  • Increased innovation: New ideas flourish with space for reflection.

  • Better example for others: Modeling focus over reactivity sets the tone for your team.

Best Practices for Balance

So how can leaders find the right balance? Here are some best practices:

  • Set expectations: Be clear with your team on when you are generally available, and when you will be offline.

  • Designate focus time: Block off chunks of time for focused work. Turn off notifications. Let others know this is sacred time.

  • Schedule responsiveness: Set specific times you will check messages and communicate updates. Don't do it constantly.

  • Prioritize connections: Respond quickly to the most important relationships and tasks. Let others know if delayed.

  • Model behaviors: Demonstrate focus time yourself. Encourage it on your team. Lead by example.

  • Use auto-replies: When offline, set an away message letting people know when you will respond next.

The Key Takeaway

The key for leaders is finding a rhythm that works - being responsive in a timely way while also protecting focus time. This balance enables you to be truly present and strategic, without neglecting important communications. The benefits are less stress, greater efficiency, and modeling effective behaviors for your team.

As you work on finding this balance, don't hesitate to seek help. Consider working with an executive coach who can provide strategies tailored to your leadership needs. I offer coaching to leaders looking to maximize their effectiveness through increased focus and responsiveness. Reach out anytime to learn more about how I can help.

The Immense Risks of Superficial Knowledge Gained From Frameworks Like SAFe

As an experienced agile coach who has worked with numerous organizations, I've seen many well-intentioned leaders place excessive faith in broad scaling frameworks like SAFe (Scaled Agile Framework) without ever truly grasping the underlying depth behind many of the concepts, tools and practices encapsulated within these systems. This false sense of fluency breeds dangerous overconfidence without actual skill.

The appeal of frameworks like SAFe is they attempt to codify a comprehensive set of agile principles, mindsets, and mechanics into one neatly packaged, commercialized system. This structure can help initially guide teams seeking to scale beyond small standalone agile teams. However, in pursuit of complete end-to-end coherence, the teaching of each specific embedded agile practice or technique within SAFe is often extremely cursory, lacking the nuance needed for contextual application.

For example, SAFe broadly incorporates Team Topologies and cumulative flow diagrams but only at a superficial level. The immense richness behind why and how these instruments can be thoughtfully leveraged when scaling agile gets stripped away, missing the depth required to truly understand tradeoffs and translate the concepts into sustainable capability.

The predictable result is teams of leaders who perhaps attended a two-day SAFe course yet then arrogantly believe they now holistically comprehend all the intricate dynamics and mechanisms of the dozens of practices loosely enveloped under the SAFe umbrella. But in reality, their knowledge ends up being a mile wide but only an inch deep.

Of course, no single scaling framework could ever adequately teach every agile practice to a level of genuine proficiency within a short seminar. But exponential problems arise when leaders mistake this surface familiarity with SAFe's broad vocabulary for deep proficiency in the actual craft of agile delivery. Unwarranted confidence metastasizes in the absence of hard-won experience.

The risk is they then adamantly adhere to the prescriptive SAFe playbooks without tailoring approaches to their unique culture and delivery challenges, learning through experimentation, or investing in the gritty hands-on experience and skill development required to internalize agile concepts fully. SAFe becomes a hammer and all problems look like SAFe-compliant nails. But improvement doesn't stem from frameworks alone.

To be clear, when applied judiciously rather than dogmatically, scaling frameworks can offer tremendous value in getting large organizations aligned to a consistent foundational language and basic starting tool set. But sustainable agile transformation relies upon so much more than any one-size-fits-all framework can possibly encapsulate.

True mastery stems from understanding the situational tradeoffs of practices, and that necessitates rolling up your sleeves, testing approaches, and committing to deep lifelong learning tailored to your organization's specific needs far beyond any static playbooks. Agile fluency marks the starting line, not the finish line, of the continuous improvement journey.

Coaching to Move from SAFe Fluency to Agile Excellence

As an enterprise agility coach, I'm happy to advise teams seeking to move beyond SAFe fluency into truly internalizing world-class agile skill sets and evolving best practices tailored for their unique culture and environment.

Please reach out anytime if you'd like help building real capabilities that outlast trends, rather than just aligning to framework checklists. Let's connect if you want to discuss how to nurture the learning organization required to sustainably thrive beyond the surface. Your team deserves world-class coaching.

Do You Make This Common "Respect" Mistake That Destroys Company Culture?

Respect Does Not Mean Treating People Like Authority Figures

There is a quote that eloquently captures an important distinction when it comes to respect:

"Sometimes people use 'respect' to mean 'treating someone like a person' and sometimes they use 'respect' to mean 'treating someone like an authority.' And sometimes people who are used to being treated like an authority say 'if you won't respect me I won't respect you' and they mean 'if you won't treat me like an authority I won't treat you like a person.' They think they're being fair but they aren't, and it's not okay."

This quote deeply resonates with me as a coach who works with leaders and executives. I have seen many leaders who feel they inherently deserve respect simply because of their position or authority. They believe that respect means treating them like an unquestionable authority figure and following their directives without hesitation.

However, true respect first and foremost means treating people like human beings. It means showing care, empathy and consideration for their wellbeing. As a leader, you earn genuine respect by exhibiting integrity, listening intently to others, valuing diverse perspectives, and cultivating an environment of psychological safety where people feel comfortable expressing themselves.

Unfortunately, some leaders have an overly authoritative mindset where they view employees merely as resources to control rather than complex humans to engage. These leaders care more about preserving their status and power than uplifting others. When their authority is challenged or questioned in any way, they retaliate by pulling the "respect" card.

In essence, these leaders knowingly or unknowingly stop respecting individuals who don't defer to their authority. They may ostracize, undermine, or even ultimately fire people who stand up to them. This authoritarian approach is entirely unfair and counterproductive. It breeds fear, stifles innovation, and leads to disengaged, demotivated teams who follow directives out of compliance rather than commitment.

Adopting a "Respect for People" Mindset

The most successful leaders I've worked with take a completely different "respect for people" approach. They:

  • Seek to deeply understand before being understood

  • Encourage candid feedback and diverse opinions without retaliation

  • Admit when they're wrong and sincerely apologize for mistakes

  • Empower others through coaching and mentorship

  • Show humility rather than expecting deference from others

  • Value growth, learning and excellence over status and power

  • Lead with compassion, elevating others over self

This "respect for people" mindset is essential for building a culture of trust, engagement and high performance. If you want your team to bring their best selves to work each day, you must reconsider what respect really means in your own leadership style.Here are some tangible steps you can take:

  • Listen without judgment: Give your full attention when others speak up. Don't interrupt or let your mind wander. Reflect back what you heard without inserting your own biases.

  • Adopt a growth mindset: Believe that abilities and intelligence can be developed with effort. Praise the process, not just the outcomes.

  • Encourage challenges: Invite alternative perspectives. Don't just surround yourself with "yes" people. Ask "What am I missing?"

  • Appreciate unique skills: Recognize that each person brings value through their distinct talents, backgrounds, and experiences.

  • Give up control: Enable others to take ownership of projects and decisions. Guide the mission, but let your team determine how to get there.

  • Admit imperfections: Be vulnerable and authentic about your limitations. Your humanity will empower others.

The Bottom Line

If you want to earn genuine respect as a leader, let go of commanding authority and focus on elevating others. Lead with compassion, not control. Value each person as a complex human, not just a role. By adopting this "respect for people" mindset, you will build trust, engagement and excellence.

If you recognize areas where you need to grow in showing true respect as a leader, don't hesitate to seek help. Consider working with an executive coach who can provide an outside perspective and tailored guidance. I'd be happy to have a free introductory consultation to discuss your leadership goals. Please reach out if you would like to learn more about how I can help you develop your strengths while letting go of unproductive authority mindsets. The first step is acknowledging the need for change, and you have the power to become a more respected, inspiring leader.

Company Vision Just Profit and Growth? Your Leadership Sucks

Rethinking Business Vision and Mission

Many companies default to generic visions and missions focused on growth, profits, and being the best. But these strategies ring hollow. Real vision stems from purpose and values. Pursuing generic business goals reflects a lack of leadership and imagination.

The Problem with Default Business Thinking

Leaders often rely on tired tropes about growth, profits, and dominance when defining their company's vision and mission. But these table stakes goals fail to capture what makes a business unique and meaningful.

Prioritizing growth above all else is shortsighted. There are always limits to growth. What happens when you hit them? Likewise, every company wants to maximize profits and be the industry leader. But these generic aims do not differentiate you.

Defaulting to profit and dominance demonstrates a lack of creativity from leadership. It suggests the leaders do not fully understand the company's real purpose and reason for being.

Symptoms of Poor Leadership

Leaders who spout generic goals like growth and profitability as the vision and mission show their failure to think deeply about the business. They have not articulated what unique value their company brings to the world.

This lack of vision flows from poor leadership. Leaders are responsible for defining and communicating a compelling vision and purpose. Failure to do so suggests they do not understand the business, customers, and their role.

The downstream effects of poor vision are dire. Employees do not understand the strategy and lose motivation. Customers are not inspired by the muddled purpose. The organization spirals as no one can effectively execute the leader's non-existent vision.

Vision Flows from Purpose

Vision is the dream of the future your company helps create. It captures the change you make in the world. The most inspiring visions describe how you improve people's lives.

Vision grounded in purpose differentiates you and draws others to your cause. People want to be part of something bigger than themselves. A compelling vision stirs passion and fosters loyalty.

Crafting a Purpose-Driven Vision

To develop a purpose-driven vision, leaders must deeply understand the company's "why." Why does your business exist? What customer needs do you address? How do you improve lives?

With clarity of purpose, leaders can define a vision for change. Describe how the world will be different thanks to your company's work. Outline the positive impact on customers' lives.

An inspiring vision rallies people to a cause. It focuses efforts and drives meaningful progress versus simply chasing profits.

Values Guide the Path

While vision focuses on the destination, values define the journey. Your values reflect what behaviors and principles you uphold along the way.

Values-driven companies earn trust and goodwill. Customers and employees want to associate with businesses exhibiting integrity and corporate responsibility. Shared values create cultural cohesion.

Values-Based Leadership

Leaders must embody the values they espouse. Their actions and decisions should reflect the company's declared values.

When leaders walk the talk on values, they earn credibility and respect. Their example gives employees permission to act on shared values versus purely pursuing growth and profits.

Leaders must infuse values throughout the organization's culture. Hiring, promotions, policies and incentives should align with values. This consistency strengthens the company's moral fiber.

Leadership Calls for Courage

Developing vision and values requires moving beyond platitudes. It demands courage to define audacious goals for change and live by higher standards.

Visionary leaders imagine a better future and enlist others in its pursuit. They embody the values they espouse and inspire teams to align. This clarity of purpose propels companies forward.

Generic business goals demonstrate lack of vision. True leaders define an aspirational vision and lead with moral courage. They motivate teams to reach for more than mere profits. Purpose-driven companies make a real difference.

A Call to Action for Leaders

If your company vision consists of vague aspirations like growth and profits, it's time for introspection. Generic goals expose lack of leadership and imagination. As a leader, have the courage to clearly define your purpose and values. Outline how you uniquely improve lives and make a difference. Articulate the future you are building and principles that guide you. Share your purpose-driven vision and lead by example. Hire, promote and reward based on values alignment. Infuse your culture and motivate your team towards meaningful goals beyond profits.

Seek Help from a Coach

Self-reflection is difficult. An outside expert can provide perspective and advice to help you develop vision and values. Consider working with a leadership coach to unlock your full potential. As an executive coach with decades of experience, I can guide you on this journey. My coaching helps leaders discover their purpose, clarify their vision, and lead with authenticity. Please [reach out] to learn more about how I can help you grow as a purpose-driven leader. Small investments yield great rewards. Generic business goals demonstrate lack of vision. You have the power to define an inspiring vision focused on creating positive change. Purpose-driven leaders transform organizations and lives.

The Journey of Growth Starts Within

Growth is a journey that starts from within. As coaches, our role is to guide others on their path of self-discovery and development. However, we must first walk the walk ourselves.

My Personal Journey

My own journey towards growth began when I was at a crossroads in my career. I was climbing the corporate ladder successfully, but felt unfulfilled. I realized that my work was not aligned with my values and passions. This discord led me to closely examine my purpose. What did I really want to achieve with my life? How could I use my talents to make a difference?

After much reflection, I discovered my calling was to empower others to grow and develop their full potential. This led me to pivot my career and train as a coach. My personal struggles enabled me to understand the challenges others faced. I learned to leverage my experiences to help clients overcome obstacles and achieve breakthroughs.

The Universal Search for Meaning

The search for meaning and self-actualization is universal. We all seek to understand our purpose and contribute positively to the world. However, the path is often unclear. Distractions and societal pressures can cloud our self-awareness. As coaches, we guide others to cut through the noise and align with their authentic selves.

My own journey has taught me that the answers we seek are usually within us. We all have an inner wisdom that can illuminate our path, if we learn to tune in. Coaching helps create the space for self-discovery. Through powerful questions and deep listening, we help reveal the truths that already exist within our clients.

The Shared Human Experience

While each person's path is unique, the human experience contains many common threads. We all experience fear, self-doubt, heartbreak and adversity. However, we also share the capacity for resilience, love, courage and growth. Recognizing these shared truths builds empathy and connection.

My personal and professional experiences have reinforced that we are all fellow travelers on this journey of life. As coaches, we walk alongside others with compassion. We understand the ups and downs, and can help clients see the light even in the darkest moments.

The journey of growth starts from within. My own twists and turns have shaped my purpose - to spark positive change by helping others discover their gifts. I feel privileged to share my experiences and lend a hand to those seeking their path. When we light up others, we illuminate the world.

Call to Action

I welcome the opportunity to connect with those interested in exploring coaching. Please reach out if you seek a guide along your journey of growth and self-discovery. I look forward to helping you unlock your full potential.

Overcoming Insecurity as a Leader

Insecurity can completely undermine even the most competent and experienced leaders. As a leader, your insecurities are often far more obvious to your team than you realize. Left unchecked, insecurity can corrode trust, provoke doubt, and limit your effectiveness.This post explores common insecure behaviors, why insecurity backfires, and how to overcome insecurity as a leader.

Insecure Behaviors to Avoid

Insecurity manifests in many subtle behaviors and communication patterns. Here are some of the most common to be aware of:

  • Rambling or over-explaining: When insecure, leaders often ramble on to fill silence or over-explain simple concepts. This causes others to tune out.

  • Controlling conversations: Insecure leaders often dominate conversations, interrupt frequently, or neglect to solicit input from others. This stifles healthy dialogue.

  • Asserting authority unnecessarily: Saying things like "I'm the boss!" or emphasizing your authority in situations where it's already clear comes across as posturing.

  • Repeating yourself: Repeating the same point multiple times screams self-doubt. It makes employees doubt your confidence.

  • Acting like you know everything: No one knows everything. Refusing to admit knowledge gaps or limitations makes you seem arrogant and discourages questions.

  • Not listening to feedback: Constructive feedback is invaluable for growth and self-awareness. Leaders who get defensive or refuse to listen to feedback appear insecure.

  • Needing to be the hero: Insecure leaders often swoop in to solve problems personally that should be delegated. This suggests you need to be the hero.

  • Taking credit: Insecure leaders take credit for successes that should be attributed to their team. This screams self-validation.

Why Insecurity Backfires

The root of insecurity is self-doubt. As a leader, any behavior that conveys self-doubt can undermine your credibility and make employees uneasy. People want confidence, vision, and decisiveness from their leaders. When you act insecure as a leader, common consequences include:

  • Employees lose trust in your judgment: Self-doubt breeds distrust. Employees wonder if you have the judgment needed to make big calls.

  • Employees doubt your competence: Insecurity makes you appear less capable in your role. Employees may question if you're qualified to lead.

  • Employees feel you are not fit to lead: Overall, insecurity creates an impression that you lack the poise, confidence, and vision required in a leader.

  • Employees get frustrated: Behaviors like repetition, rambling, and controlling dialogue frustrate employees and make them tune out.

  • Employees hesitate to bring concerns: Insecure leaders who get defensive about feedback train employees not to bring concerns to them. This impedes communication.

  • Insecurity perpetuates imposter syndrome: Struggling with self-doubt yourself makes employees doubt their own abilities and contributions.

In the end, the very doubts and undermining insecure leaders fear become self-fulfilling prophecies. Employees pick up on the cues and begin to doubt in turn.

Overcoming Insecurity as a Leader

The first step is acknowledging when your own insecurity gets triggered. Common triggers include new challenges, criticism, or situations that make you feel inexperienced. Once you notice insecurity arising, you can consciously choose more constructive responses.Here are some tips for overcoming insecurity as a leader:

  • Accept that you'll never know everything. No leader is an expert across all domains. Admitting knowledge gaps shows maturity and humility. Employees respect transparency about limitations.

  • Focus outward, not inward. Insecure thoughts often run in loops like "Do they like me? What if I'm not qualified?" Practice redirecting your focus outward to your team's needs and goals.

  • Don't take feedback personally. Feedback is about improving, not about you as a person. Let go of ego and listen openly.

  • Surround yourself with trusted advisors. Bounce ideas off mentors and peers you trust. They can reality test you when insecurity warps perspective.

  • Work on emotional intelligence (EQ). Insecurity often stems from poor EQ. Self-awareness, empathy, vulnerability, and relationship skills help immensely.

  • Get a leadership coach. Coaches provide unbiased support to identify blindspots and overcome insecurity triggers as a leader.

  • Remember employees look to you. Focus on modeling the confidence, poise, and vision you expect from leaders. Employees take cues from you.

With self-reflection and conscious effort, leaders can keep insecurity in check. The first step is noticing when insecurity arises. From there, redirect your focus to leading effectively by seeking input, playing to your strengths, and developing self-awareness. Model the mindset and behaviors you expect from your team.

Conclusion

Insecurity is common among leaders, but it can sabotage you when unchecked. Through self-awareness and focusing outward on your team's needs, leaders can overcome insecurity. The right support and a commitment to growth helps leaders cultivate the confidence and poise that inspires others to follow.

As a leader, take time to reflect on when you feel insecure and how it impacts your leadership. Identify 1-2 specific insecure behaviors you want to work on. Share these insights with a trusted mentor or coach and create an action plan to practice responding constructively when insecurity arises. Small mindset shifts go a long way.

If insecurity is holding you back as a leader, a professional coach can provide unbiased guidance tailored to your needs. Coaching helps leaders gain self-awareness, improve emotional intelligence, and develop new leadership skills. Reach out to learn more about how coaching can accelerate your leadership growth. What steps will you take today to become the leader your team deserves? Don't let insecurity fester - you owe it to your team to proactively strengthen your leadership.

Do You Frequently Interrupt and Demand Quick Replies? The Monumental Cost to Productivity

In our permanently "always on" digital work culture, it's incredibly tempting to constantly interrupt people without warning through calls or messages and expect instant responses. But this short-term compulsive communication style directly sabotages productivity, creativity, decision quality and job satisfaction. As a leader, you have an obligation to model patience, presence and respect for people's time.

The Profound Perils of Interruption Culture Run Amok

When you interrupt people unexpectedly through digital channels or calls, several severe consequences inevitably ensue:

  • You completely break their state of focused flow and impede their ability to do thoughtful, concentrated work. Achieving a flow state requires deep immersion that interruptions rupture. It takes significant time post-interruption to re-achieve that peak state of engagement. Time squandered.

  • You force an unplanned, disruptive, mentally fatiguing context switch onto their priorities and tasks. They must shift gears to your topic before circling back. This fractures their work, hampers innovative thinking that builds over time, and delays difficult tasks that require commitment.

  • You directly eat into their overall capacity for planned work by consuming time and mental energy around the interruptions and the added context switching time required after your discussion to try getting back on track. Focus lost is gone forever.

  • Through frequent interruptions you contribute to substantially diminished morale, frustration, burnout and muted engagement when you disrupt workflows repeatedly. Death by a thousand cuts.

  • You signal through your actions that your own needs and urgency of timeline matter most, superseding their priorities. This disempowers people and compromises autonomy and focus required for mastery.

In aggregate, constant unexpected interruptions fundamentally sabotage productivity, creativity, decision quality, psychological safety and job satisfaction. Leaders undermine the very outcomes they seek through this reflexive communication compulsion. Patience produces results.

Practical Tactics to Improve Your Availability Practices and Respect People's Time

Here are some pragmatic ideas and tactics to help you become radically more thoughtful and respectful of people's precious time, attention and mental energy:

  • When possible, briefly ask if now represents a good time to talk or jump on a quick call before interrupting unannounced. This demonstrates courtesy.

  • For non-urgent discussions or questions, proactively schedule time on people's calendars in advance rather than interrupting workflow unexpectedly. This honors their priorities.

  • If an interruption is truly unavoidable due to urgency, politely apologize up front for interrupting them unexpectedly and acknowledge you recognize the inconvenience.

  • If they seem crunched for time, offer to pick back up any conversation you interrupted later at a time that better suits their schedule. Make it easy to refocus.

  • Empathize with their unique priorities and timelines, not just your own impulse to get quick answers. Their work deserves equal respect.

With care, patience and discipline, you demonstrate through your availability practices that you recognize your team's precious time deserves utmost respect and protection. Your communication culture directly shapes productivity. Model the mindset and rhythms you aim to see your organization embody.

Executive Coaching to Develop Self-Aware, Empowering Leadership

As an executive coach, I'm happy to advise on leading effectively and intentionally in an increasingly digital-first asynchronous world. Please don't hesitate to reach out anytime if you'd like to work together toward raising collective productivity, satisfaction, and innovation on your team. You deserve to become your best self, and your people deserve that person.

What Does Constantly Filling Silence Reveal About You as a Leader?

Many well-intentioned leaders feel an almost compulsive need to constantly fill any momentary silence or gaps in conversations and meetings, reflexively jumping in the instant no voice is heard. But this common tendency inadvertently reveals far more about you and your emotional intelligence than you intend.

The deep-seated fear of allowing silence exposes confidence gaps and insecurity. Executives and managers who impulsively fill any quiet moment signal to their teams:

  • Impatience - An apparent inability to patiently wait, listen fully, and allow others to collect their thoughts before responding reflects poorly on your temperament, self-control and respect for others.

  • Arrogance - Filling every gap quickly with your own voice conveys an inflated sense that your views and solutions matter most, crowding out other perspectives.

  • Condescension - Consistently jumping in rapidly assumes that others need your guidance and wisdom to constructively proceed with discussions or decisions. This suggests you see your team as dependent on you always leading the way.

  • Anxiety - Feeling discomfort with even brief moments of silence and constantly filling them shows you lack confidence in your presence and cannot stand stillness. Silence unnerves you.

  • Micromanagement - When you immediately fill gaps, it hints that you fail to trust your team and feel the need to tightly orchestrate all interactions. This prevents empowerment.

  • Interruption - Frequently talking over people or cutting them off mid-sentence demonstrates a lack of active listening and inherent respect for others' diverse viewpoints. You signal that your voice matters most.

  • Narcissism - The apparent need to make every discussion center around your opinions and commentary inherently crowds out space for others' voices to contribute meaningfully. This marginalizes teammates.

  • Reactivity - The urge to instantaneously respond or redirect each conversation shows a lack of discipline and self-control. It depicts you thinking and reacting intermittently rather than operating with focus and intention.

The more leaders feel the urge to constantly fill silence out of anxiety and ego, the weaker their ultimate influence, presence and impact become. The most inspiring leaders understand the immense communicative power that harnessing silence strategically provides when used judiciously.

How to Recognize Discomfort with Silence

Pay attention to your stress levels during natural conversational pauses. Do you feel rising tension or anxiety? Do you rush to speak just to ease this discomfort? If so, you likely have underdeveloped confidence with silence.

How to Identify Your Own Voice Filling Gaps

Record meetings and listen back for patterns. Are you consistently the first to speak after every gap? Do you interrupt or talk over others frequently? If so, you likely over-rely on your voice due to silence aversion.

Techniques to Get Comfortable with Silence

Start practicing silence meditations to enhance self-awareness. Take pauses during conversations before responding. Go for walks without headphones to embrace natural quiet. Initiate one-to-one silent moments to normalize silence.

Tactics to Build Silence Muscles in Meetings

In meetings, allow others to speak first after gaps. Count to 7 in your head before filling silence yourself. Ask questions but don’t immediately reply. Thank participants who allow space for reflection.

The more leaders feel the urge to constantly fill silence out of anxiety and ego, the weaker their ultimate influence, presence and impact become. The most inspiring leaders understand the immense communicative power that harnessing silence strategically provides when used judiciously.

Executive Coaching to Develop Composure and Confident Presence

If you recognize yourself over-relying on your own voice to fill space and dominate interactions due to discomfort with silence, executive coaching can provide the ideal outside support to develop greater emotional intelligence, executive presence, active listening skills and communication excellence.

Please don't hesitate to reach out anytime if you see opportunity to grow your comfort with silence to empower yourself and your team. True poise and personal influence start with self-awareness - I'm happy to help. With practice, silence speaks louder than words.

Are You Truly Comfortable with Silence as a Leader?

In our increasingly busy, rushed, and distraction-filled digital work world, periods of silence can sometimes feel painfully awkward. We anxiously rush to fill any momentary conversational void or lag during meetings. But the most influential and emotionally intelligent leaders understand and embrace the unique power of deploying strategic silence to listen, project confidence, and empower others.

Common Causes of Discomfort with Silence

Many well-intentioned leaders and managers see silence as:

  • Unproductive, representing zero active progress or forward momentum, wasting precious time. Silence makes them antsy.

  • Intimidating, with mounting pressure to chime in or speak up building as gaps go unfilled. Silence spurs stage fright.

  • Risky, as extended silence might cause others to disengage, get bored, or deem you as lacking ideas. Silence seems dangerous.

This instinctive aversion fuels nervous, constant chatter - speaking simply to fill space, lest anyone become bored or impatient in the absence of a voice. But silence breeds anxiety and undermines influence only when misused passively. Wielded strategically, silence conveys confidence.

The Multitude of Benefits Strategically Leveraging Silence Provides Leaders

When used with purpose at appropriate moments, embracing silence opens up space for magic to happen:

  • Silence enables active, engaged listening - you hear people fully without interruption or distraction, absorbing their messages.

  • Silence provides time for careful, thoughtful processing before thoughtfully responding - pausing allows insights to crystallize.

  • Silence grabs attention and builds eager anticipation and engagement from groups - pausing intrigues.

  • Silence empowers and emboldens others to confidently fill communication gaps themselves - people rise to trust.

Silence amplifies the resonance and impact of spoken messages when deliberately incorporated. With practice, silence truly speaks volumes.

Leadership Tactics to Start Effectively Leveraging the Power of Silence

Here are some impactful yet simple ways busy leaders can learn to utilize silence more effectively:

  • Get comfortable allowing some silence to manifest during meetings - resist the urge to immediately fill every momentary gap in conversations. Learn to savor silence.

  • After asking an insightful open-ended question, make it a point to slowly count to at least 5 in your head before even considering jumping back in to fill dead air.

  • When others go silent during exchanges, learn to appreciate these gaps as productive thinking time where they are processing and formulating responses, rather than cueing you to speak.

  • After making an important point, consciously let your words fully land with people before immediately moving on or redirecting the conversation. Reflection requires space.

Wielding silence with skill and confidence demonstrates you lead on your own terms, not out of reflexive fear. Reflection requires space. With consistent practice, silence gains gravitas to amplify your messages when deployed judiciously at the right moments.

Coaching to Develop Confident, Composed Communication

Need help becoming more comfortable leveraging the unique power of silence to communicate vision, lead meetings, and relate to your team as an executive? I offer focused coaching for leaders seeking to master critical emotional intelligence, executive presence, and communication skills. Please don't hesitate to reach out anytime if you would like to discuss working together. Wielding silence and space opens up new frontiers for your leadership impact. Let's connect.

Rethinking “Common Sense” as a Decision-Making Guide

“Common sense” has a deceptively comforting ring, evoking accumulated wisdom gleaned from lived experience and “simpler times.” But in truth, relying solely on common sense as your compass often leads to dangerously poor judgments and assumptions. While personal experiences provide one useful data point, true wisdom integrates broad, diverse perspectives.

The Flawed Notion of “Common” Sense

So-called common sense suggests judgments based on what seems obvious and self-evident from your specific background and limited life observations. But it suffers from severe shortcomings:

  • It presumes that most people share your singular views, which is rarely the case in a complex world. In reality, different vantage points yield entirely different “common sense” conclusions.

  • It recklessly extrapolates universal truths about issues from your own highly limited, subjective experiences and anecdotal information. There are typically exceptions.

  • It conveniently aligns with your inherent confirmation biases that favor facts conforming to your existing worldview and discount contradicting evidence.

  • It often lacks broader contextual facts, nuance, alternate hypotheses, and empirical testing required to determine causality versus correlation.

  • It frequently conflicts with scientific consensus, rigorous data analysis, and subject matter expertise that reveal more complex dynamics.

Relying solely on “common sense” dangerously neglects to reality test your assumptions and mental models against alternative explanations. It breeds false confidence in gut reactions and facilitates decisions founded on intellectual quicksand.

Cultivating Broader, Evidence-Based Perspective

The attached Psychology Today article by Jim Taylor Ph.D. neatly encapsulates the inherent need to move beyond “common sense” alone if leaders wish to form accurate, nuanced perspectives. Some key principles include:

  • Maintain an open, growth-oriented mindset willing to reach conclusions that may contradict your pre-existing hunches, assumptions or expectations. Don’t let bias limit input.

  • Proactively hypothesize multiple, alternative explanations for outcomes, not just those you intuitively favor or wish to be true. Welcome having your beliefs constructively challenged.

  • Seek out and collect a large, highly diverse sample of perspectives, data points and information. Don’t just ask those who you already know share all of your current views and biases.

  • Commit to analyzing any information you receive completely objectively, not just selectively looking for data to affirm your preliminary opinions. Let facts guide conclusions, not the reverse.

  • Draw reasoned conclusions predicated on synthesizing insights from a rigorous, inclusive inquiry process, not emotion, convention or groupthink.

https://www.psychologytoday.com/us/blog/the-power-prime/201107/common-sense-is-neither-common-nor-sense

True Wisdom Requires Integrating Broad Inputs

While your past experiences and observations provide one very useful vantage point, true wisdom integrates a mosaic of many different sources of data, ideation, and expertise before reaching conclusions or choosing courses of action. Any leader who dismissively claims “common sense” alone is sufficient reveals their own profound intellectual limitations.

Lasting progress requires humility about how much you don’t know, comfort with ambiguity, intellectual curiosity about different worldviews, and skill synthesizing diverse perspectives - abilities executive coaching can directly strengthen. Please don't hesitate to reach out if you need any support combating the immense perils of relying solely on “common sense” as a decision-making guide. Our shared growth depends on moving far beyond the gaps and biases inherent in any one person’s subjective life experience. A bigger world awaits.

What are You Saying? Listen to Yourself for Self-Awareness

When's the last time you really actively listened to a recording of your own voice, communication style and behaviors? If you’re like most people, it may have been a while, if ever.

Many of us instinctively cringe at the idea of hearing recordings of our own interactions at meetings, public speaking, client calls, and so on. The sound of our own voice often makes us painfully self-conscious, bringing out our inner critic. But if we can learn to listen to ourselves with openness, empathy and the intent to learn, reviewing recordings can massively expand self-awareness and emotional intelligence.

Our Natural Discomfort with the Sound of Our Own Voice

Most of us experience immediate discomfort when initially hearing audio or video of our own voice played back during recordings of interactions. We tend to pick up on every pause, diction imperfection, awkward phrase, and nervous tic. We judge ourselves far more harshly than we typically judge others.

This ingrained discomfort and self-criticism often causes many leaders to avoid listening to recordings of themselves altogether after an initial unpleasant experience, robbing them of invaluable opportunities for growth.

The key mindset shift is to learn to listen to yourself with the same self-compassion you would extend to a peer, direct report or friend, not the amplified self-judgement your inner critic projects. This takes mindfulness but allows you to extract lessons.

The Wealth of Insights Recordings Can Provide When Reviewed With Balance

If analyzed objectively, recordings of your communication and leadership presence provide unique insights you cannot easily gain elsewhere:

  • You may pick up on subtle but important unintended tones that wrongly imply emotions, indifference or judgement you aren't actually feeling internally. These inadvertent slip ups can undermine trust.

  • You can spot unproductive patterns such as frequently interrupting people, not letting others fully finish thoughts before interjecting, failing to ask real open-ended questions, etc.

  • You can assess effectiveness and impact of different aspects of your communication style based on how others in the recording react and respond in real-time.

  • You can analyze whether you tend to over-explain concepts or points repeatedly. Self-listening surfaces blind spots.

  • You can determine from air time whether you share the conversational space appropriately or dominate discussions. Silences speak volumes.

Without listening to yourself, it remains almost impossible to accurately gauge the holistic impact of your presence, words and behaviors on others. Listening courageously lets you be your own mirror for growth.

NOTE: Before recording anything make sure you know the law about recording for where you live. Remember these recordings are for private use only.

Healthy Ways Leaders Can Build Self-Listening to Boost Self-Awareness

Here are some best practices and tactics to guide productive self-listening for maximizing learning:

  • Occasionally record short snippets of 1-on-1 meetings, virtual team meetings, webinars or conference presentations. But notify participants politely in advance and ask their permission.

  • Analyze patterns and themes vs. over-criticizing one-off mistakes when reviewing. Look for trends and consistency. Remember that everyone mispeaks.

  • Balance taking notes on both effective areas of strength as well as opportunities for improvement. Strive for a constructive ratio.

  • Remind yourself frequently to focus commentary on specific fact-based behaviors you can change, not imagined traits about who you are as a person. Avoid faulty self-assessments.

  • Note 1-2 concrete things you would recommend to someone else if you were coaching them to address similar patterns witnessed in the recording. This objectivity fuels progress.

With consistency and the right constructive mindset, regularly scheduling time to listen to yourself fuels dramatic positive growth by increasing self-awareness and emotional intelligence. All leaders have room for improvement when it comes to mastering high-impact communication. Be your own trusted mentor.

An Outside Listening Ear: Coaching for Communication Excellence

Need a neutral, experienced executive coach to lend an objective outside ear to share candid observations on your communication style and leadership presence based on recordings? I’m happy to listen collaboratively and provide entirely constructive feedback tailored to your growth goals.

Please don’t hesitate to reach out if you would like to discuss how we could potentially partner. You keep expanding as a leader when you stay curious about yourself and keep dedicating time to active self-improvement. Personal growth never stops when we commit to lifelong learning. My door is always open.

Do You Talk Too Much? The Critical Importance of Listening as a Leader

The most effective leaders view communication as a two-way street, listening at least as much as they speak. But in our ego-driven business culture that rewards and even idolizes extroversion, many default to talking too much and listening too little. Here’s how to spot this tendency in yourself and cultivate deeper, more mindful listening skills.

There’s an old adage stating that we as humans have two ears and only one mouth. The inherent implication is that we should aim to listen twice as much as we talk. This wisdom rings even more true for leaders and executives responsible for building trust, spurring innovation, developing talent, and unlocking others’ potential.

Warning Signs You May Be Talking Too Much and Listening Too Little

If you find yourself exhibiting some of the following patterns, it likely indicates areas where you can stand to improve your communication ratios by reducing excessive talking and increasing thoughtful listening:

  • You frequently jump in quickly when others are already speaking, sometimes even interrupting people outright before they can complete their thought.

  • You often catch yourself barely listening, but rather waiting and looking for the next possible break to interject whatever you want to say, rather than truly absorbing what the other person is expressing.

  • You finish people’s sentences for them, assuming you already know exactly what they will say based on the few words you heard.

  • If you were to review detailed notes after meetings, you’d observe that you personally dominated well over 50% of the overall airtime, talking over peers.

  • You feel impatient, distracted, and tempted to redirect the conversation when discussion centers on topics that do not particularly interest you.

  • You find yourself repeatedly reiterating the same points multiple times to try to ensure your perspectives land and sink in with others.

These types of patterns clearly reveal you have ample areas for improvement when it comes to exhibiting openness, curiosity and presence through more mindful listening rather than simply waiting for your next turn to promote your own views.

The Multitude of Benefits More Active Listening Provides Leaders

Making a concerted effort to increase listening while reducing excessive talking yields profound benefits:

  • You build far deeper and more trusting relationships when others feel heard and respected.

  • You surface more diverse insights, perspectives, concerns and opportunities through uninterrupted conversations.

  • You quickly identify emerging needs, grievances, roadblocks and disconnects early before they escalate.

  • You powerfully model openness and interest in others that everyone else you lead will then emulate.

  • You defuse unnecessary conflicts and tensions before they metastasize by hearing people out.

When leaders consciously listen first with presence and care before speaking, their words hold exponentially greater weight and influence. Talk less, accomplish more.

Actionable Ways Leaders Can Start to Improve Their Listening Ratios:

Here are some tactical steps you can take to become a better listener by redistributing conversational airtime from excessive talking to deeper listening:

  • Set an initial goal to listen 70-80% of the time during most meetings rather than defaulting to a 50/50 split. This means talking 20-30% or less.

  • Ask more thoughtful, open-ended questions during discussions then make sure to pause and truly listen to the full responses before replying.

  • After important meetings, review your notes objectively – is the balance of documented viewpoints heavily weighted toward your own perspectives versus a diversity of stakeholders?

  • Make a point to thank other participants for their unique insights and explicitly mention something valuable you learned from what they shared, even if you disagree.

  • Reflect on why you felt compelled to interrupt someone else - what insecurity or need is driving that impulse? Then consciously resist the temptation the next time the urge arises.

The more leaders intentionally embody patience and curiosity through their listening, the richer insights they will gain. While becoming a better listener requires awareness and practice, active listening builds all relationships and pays dividends for life.

Executive Coaching to Develop Active Listening and Communication Excellence

Need additional support and guidance improving your listening abilities and ratios as a leader? I offer executive coaching engagements tailored to leaders seeking to hone emotional intelligence skills like mindful communication, empathy and self-awareness. Please don't hesitate to reach out anytime if you'd like to discuss how we could potentially collaborate. Listening forms the very foundation for impactful leadership and human relationships. My door is always open.

Remembering What Labor Day Represents

As Labor Day approaches, it's a fitting time to reflect on the true engine behind organizational success - people. While capitalism glorifies individual leaders, every company is built on the backs of its workforce. Honoring labor means committing to their wellbeing, not just productivity.

Labor Day recognizes the people who drive progress and innovation through their efforts and talents. But in pursuit of profits and glory, companies often lose sight of workers' humanity.

Appreciating Those Who Came Before

We owe gratitude to activists who fought for:

  • The 8-hour workday and 40-hour week

  • Child labor protections

  • Workplace safety standards

  • Universal suffrage

  • Union representation

  • Minimum wage laws

  • Bans on discrimination

Thanks to their sacrifices, work today is safer, more inclusive, and more humane than a century ago. But the journey continues toward truly modernizing labor practices.

Creating a Brighter Future of Work

The future should bring:

  • A mainstream 4-day workweek to boost wellbeing

  • Reassessing compensation based on real value added versus market rates

  • Flexibility, autonomy and trust replacing micromanagement

  • Benefits, equity and inclusion for all, not just elites

  • Defining companies by sustainability and social impact, not just profits

People Over Profits

Labor Day reminds us that workers are people first, assets second. They deserve fulfillment, not exploitation.

By taking care of people, positive results compound. But dehumanizing "resources" kills culture and innovation.

This Labor Day, reflect on how to elevate those who elevate your organization. People can only reach their full potential in cultures built on trust, care and purpose. Reclaim Labor Day's original meaning - all labor has dignity.

How could you rehumanize work? As a management coach, I help leaders create nurturing, inclusive cultures. Please reach out if you'd like to discuss further. Your team deserves your best.

Why I'm Discontinuing 75Hard and the Leadership Lessons Learned

I recently attempted the viral 75Hard fitness challenge that has taken the internet by storm but am now discontinuing the rigid program. While it provided some benefits initially, ultimately the uncompromising rules proved unsustainable for me long-term. However, 75Hard served as an invaluable lesson in listening to my own body and mind, rejecting unrealistic all-or-nothing thinking, and maintaining self-compassion.

These learnings apply equally to leaders seeking to inspire their teams to excel without burning out. Sustainable success requires balancing disciplined drive with ample recovery, candor about limitations, and compassion for ourselves and others.

What is 75Hard? Understanding the Structure

For those unfamiliar with the concept, 75Hard challenges participants to follow five strict rules for 75 days straight:

  • Follow a diet (unspecified by the program) and no alcohol

  • Complete two 45-minute workouts a day - one of them must be outdoors

  • Drink 1 gallon of water every day (with no additives or electrolytes)

  • Take a progress photo every day

  • Read 10 pages minimum of self-development / entrepreneurial nonfiction per day

There are absolutely no exceptions, rest days, cheat days, or modifications permitted for any reason. It is billed as the “ultimate test of mental toughness.”

Why I Took on the 75Hard Challenge

In mid-2023, I decided to attempt 75Hard to regain momentum on my health and fitness goals after losing progress during the pandemic. The structured rules appealed to the checklist part of my brain, and I hoped the challenge would provide needed motivation.

I modified some parts of the program to be more achievable based on my current level of fitness rather than arbitrarily stringent rules - but in doing so I had already “failed” the challenge.

The first week felt great – I enjoyed the sense of accomplishment from completing the daily tasks and regained the habit of regular exercise. But as I approached the 4th week of the program the unrelenting requirements became exhausting and clearly unsustainable.

Key Realizations That Led Me to Discontinue 75Hard

  • Rest days are absolutely essential for exercise recovery, stress management, and preventing burnout. The constant grind of exercise without breaks took a major toll on my energy levels and mood.

  • Imposing rigid blanket rules like no electrolytes or drink additives despite individual health considerations is unnecessary and counterproductive. It leads to following rules simply for their own sake.

  • Feeling forced to exercise even when my body desperately craved a recovery break became demoralizing over time rather than motivating. It violated internal wisdom.

  • The time required impacted several other important areas of life and relationships, I had less time to focus, work on projects, or even just spend time with my family. Being exhausted also made evening time less meaningful and I felt less present.

  • Listening to your own body and mind's needs for balance and sustainability ultimately trumps adhering to arbitrary external rules and expectations. Discipline should align with purpose.

The daily 75Hard requirements proved too extreme to maintain long-term once the initial novelty and enthusiasm wore off. And strict adherence stopped making sense.

What I’m Doing Next

In my journey towards a healthier lifestyle, I have made the decision to transition away from the rigid structure of the 75Hard challenge.

Instead, I am embracing a more flexible approach that allows for balance, adaptability, and self-care. I am now following what I call the “All the Time Medium” approach, where I strive to maintain a healthy diet and make mindful food choices around 80% of the time. I no longer view these choices as “cheats,” but rather as special indulgences within a balanced lifestyle. For exercise, I have adjusted my routine to include a 15-30 minute walk every morning and regular gym visits or workouts 3-4 days a week. As for reading, I will continue to prioritize personal development and self-improvement by reading regularly, without the pressure of a specific page count each day. Hydration is important to me, so I will drink water according to my body’s needs and preferences, sometimes incorporating electrolyte powders or other flavorings for variety. Progress pictures will be taken at a frequency that feels right for me, likely once a week or whenever I remember.

This new approach reflects my belief in finding a healthy balance between discipline and flexibility, while remaining responsive to my own needs and circumstances. It is an individualized decision that prioritizes long-term sustainability and overall well-being.

Key Takeaways: What Leaders Can Learn About Sustainable Motivation

While programs like 75Hard have merits for building grit and resilience, the harsh requirements did not prove a fit for me personally in the long run. However, 75Hard served as an invaluable lesson in balancing disciplined drive with essential self-care and maintaining the flexibility to course correct.

Here are some key takeaways for leaders seeking to inspire their teams to excel without inadvertently extinguishing the spark through burnout:

  • Set ambitious yet realistic goals and expectations aligned with the team's actual readiness and resources. Extreme, arbitrary targets often backfire, especially over time.

  • Encourage open communication and listen closely to your people's needs. Rigid programs that ignore important warning signals engender resentment.

  • Recognize that rest, recovery, reflection and celebrations are essential, not frivolous activities or signs of weakness. Performance requires rhythm.

  • Remain open to feedback and course-correcting based on new data and insights. One-size-fits-all mandates rarely optimize for all.

  • Allow that compromise is not failure if it ultimately allows greater consistency, sustainability, and humanization. Listen more than preach.

In leadership and in fitness, the path forward rarely follows a straight, rigid, uncompromising line. With ample self-compassion, adaptation to reality, and deep listening, progress becomes an expanding spiral rather than a source of existential angst. Discomfort is not inherently virtuous.

Sometimes we learn and grow the most from challenges we do not “succeed” at based on simplistic definitions. True sustainable success is aligning activities to your values and purpose, not achieving arbitrary external markers of toughness handed down from above.

Coaching to Develop Healthy Motivational Leadership

If you need guidance or support developing nuanced motivational leadership practices that bring out the best in your team, I offer executive coaching services tailored to your unique leadership style and organizational culture. Please reach out anytime if you would like to discuss how we could collaborate. Discipline and self-care can beautifully coexist.

Additional Thoughts

I wanted to include some additional thoughts about this program outside the scope of my main article:

Challenges like 75hard and addiction

Participating in extreme challenges like 75Hard can indeed pose potential risks, particularly for individuals with addictive tendencies. Research has shown that people with addictive personalities may be more susceptible to developing unhealthy relationships with rigid programs or behaviors. The allure of strict rules and the pursuit of external markers of toughness can become addictive in itself, leading to a cycle of constantly seeking validation and pushing beyond healthy limits.

Studies have explored the connection between addictive personality traits and the pursuit of intense challenges. For example, research published in the Journal of Addictive Behaviors suggests that individuals with addictive personalities may be drawn to activities that provide a sense of structure, control, and achievement. These challenges can temporarily fulfill the need for control and accomplishment, but they may also perpetuate a cycle of dependency and compulsive behavior.

Moreover, the rigid nature of these programs can exacerbate all-or-nothing thinking, which is a common characteristic of addictive personalities. This mindset often leads individuals to push themselves beyond their limits, disregarding their own physical and mental well-being. Over time, this can result in burnout, injury, or even exacerbation of underlying mental health issues.

It is important to approach extreme challenges with caution and self-awareness. While they may provide short-term motivation or a sense of accomplishment, it is crucial to prioritize balance, self-compassion, and sustainable practices. Understanding one’s own tendencies towards addictive behaviors and seeking support from professionals or a support network can be instrumental in maintaining a healthy relationship with challenges and avoiding potential pitfalls.

By acknowledging the potential risks associated with these types of challenges and promoting a holistic approach to well-being, we can create an environment that fosters healthy motivation, growth, and self-care.

Challenges like 75hard and self-esteem and self-efficacy

Participating in a challenge like 75Hard can have a significant impact on self-esteem and self-efficacy, especially when individuals experience repeated setbacks or perceive themselves as “failing” for minor deviations from the strict rules. While the program may initially provide a sense of accomplishment and boost self-esteem for those who successfully complete it, the constant pressure to adhere to the rigid requirements can be detrimental to one’s mental well-being.

When individuals set unrealistic expectations and constantly restart from day one due to perceived failures, it can lead to feelings of inadequacy and self-criticism. This can erode self-esteem and create a negative cycle of self-doubt. Moreover, the emphasis on external validation and adherence to rigid rules can undermine one’s sense of internal worth and personal autonomy.

Additionally, the extreme nature of these challenges can impact self-efficacy, which refers to an individual’s belief in their ability to succeed in specific tasks or situations. When individuals repeatedly struggle to meet the strict requirements or face setbacks, their confidence in their own capabilities may diminish. This can have a long-term impact on motivation and the belief in one’s ability to achieve goals, not only within the context of the challenge but also in other areas of life.

It is essential to recognize that setbacks and deviations from strict rules do not equate to failure or lack of discipline. Self-compassion and flexibility are crucial components of maintaining a healthy relationship with challenges. It is important to cultivate a mindset that focuses on progress, learning, and self-growth rather than rigid adherence to external markers of success. By prioritizing balance, self-acceptance, and realistic goal-setting, individuals can nurture their self-esteem and cultivate a positive sense of self-efficacy that extends beyond the boundaries of extreme challenges.

Evidence and science-based is better than fads and trends

It is important to note that the 75Hard challenge, as created by Andy Frisella, does not have a scientific or research basis. Frisella is not a psychologist, therapist, or fitness expert, which raises questions about the program’s validity and effectiveness. While the challenge may offer some value to individuals seeking structure or motivation, it is crucial to approach it with skepticism and consider its limitations.

The requirement of two 45-minute workouts per day can be time-consuming and may not be feasible or sustainable for everyone. It is essential to listen to one’s body and prioritize individual needs for rest and recovery.

Moreover, the restriction on additives in water, including electrolytes, lacks scientific evidence to support its necessity or benefits. Electrolytes play a crucial role in hydration and exercise performance, and blanket bans on their use may not be grounded in sound nutritional principles.

While the challenge claims to enhance mental toughness and fortitude, it primarily focuses on discipline through repetitive adherence to a rigid set of rules. However, mental toughness encompasses more than just discipline. Psychological components such as resilience, emotional intelligence, and self-awareness are important aspects of mental fortitude that are not directly addressed in the program.

It is important to approach programs like 75Hard critically and consider whether they align with individual goals, values, and overall well-being. Incorporating evidence-based practices such as journaling, therapy, or support groups may provide a more comprehensive approach to developing mental resilience and personal growth. Being discerning and seeking guidance from qualified professionals can help individuals make informed decisions about their fitness and mental well-being journeys.

The Transformative Power of Committing to Ongoing Self-Reflection

In our increasingly busy lives full of endless tasks, distractions, and pressures, it’s easy to operate perpetually on autopilot. We rush from meeting to meeting, e-mail to e-mail, and project to project without ever pausing to reflect. But regularly stepping back to deeply reflect is absolutely vital for personal and professional improvement, growth, and clarity. Carving out time to honestly examine your thoughts, decisions, priorities and progress enables course correction and actualization of your full potential.

The Multitude of Benefits Reflection Provides

Dedicated time for self-reflection delivers profound and multidimensional advantages:

  • Assesses how well (or not) your daily activities and time investments actually align with your core values, mission, purpose, and overarching goals. Shows where they may have drifted out of alignment.

  • Provides penetrating insights on improving all aspects of your decision making, time allocation, daily habits, communication style, and leadership presence based on objective outcomes and facts rather than fleeting subjective emotions.

  • Allows adjustments and course correcting when needed based on rational analysis of real outcomes rather than making decisions based on temporary feelings or intuition.

  • Fuels greater self-awareness regarding your leadership style, level of emotional intelligence, communication approach, and the tangible impact you have on peers, colleagues, and direct reports.

  • Offers valuable opportunity to fully process experiences, emotions, tensions, failures and highlights before immediately moving onto the next challenge or fight. Prevents burnout.

  • Provides broader perspective on what’s truly working well versus areas ripe for refinement or improvement. Outside the fray, the path ahead comes into focus.

Without periodic reflection, we quickly lose sight of our why behind the what of all the activities that fill our days. Voices of self-deception start to dominate as we justify shortcuts and assumptions rather than reality testing them. Reflection provides objectivity.

Small, Manageable Ways to Incorporate More Tactical Self-Reflection

Here are some simple, pragmatic ways to integrate more frequent bite-sized self-reflection into your life and leadership practice:

  • Schedule 15-30 minutes at the end of a major project, initiative, event or milestone to conduct a lessons learned analysis. Identify key strategic and operational takeaways.

  • Keep a daily reflection journal, either written or audio recorded, to help process experiences, tensions, conflicts, failures, emotions and ideas. Externalizing your inner landscape brings order.

  • Block time on your calendar periodically for unstructured thinking time free of meetings, e-mails, calls or other distractions. Let ideas percolate.

  • Take a quarterly half day or annual solo retreat strictly to reflect on what worked well, where you’re off track, and defining next steps and goals.

  • Enlist a trusted mentor, coach, or advisor to share candid observations, provide an external mirror, and ask probing reflective questions. Different perspectives stimulate insights.

The key is to start small – even 5-10 minutes of daily reflection alone can spur major cumulative benefits when done with consistency. Over time self-reflection will feel natural, not forced.

Make Tactical Reflection a Personal and Team Ritual

Reflection should never be viewed as an unnecessary luxury or indulgent distraction. Like any muscle, your reflective abilities and self-awareness grow exponentially stronger through regular short intervals of focused exercise.

To avoid losing perspective and your way amidst the inherent busyness and chaos of life, take time now to intentionally institute space for reflection. Treat it as sacrosanct. When reflection becomes a habitual ritual, you’ll reap the compounded benefits for years to come. Lasting progress requires regular perspective.

Coaching to Accelerate Your Reflective Leadership

If you need a trusted thought partner to help you carve out time for self-examination or make reflection a team ritual, I’m here. As an executive coach, I provide proven tools, frameworks, and support for leaders seeking deeper self-awareness and commitment to continual improvement at both individual and organizational levels.

Please don't hesitate to reach out if you would like to discuss coaching or any aspect of elevating reflection in your leadership practice - I’m happy to help. Investing in self-understanding through reflection is quite possibly the wisest and highest-yield investment you can make in your growth. The time is now.

Surround Yourself with Courageous Truth-Tellers, Not Sycophantic “Yes Men”

As leaders rise through the ranks, they often find themselves increasingly surrounded solely by supporters who agree with everything they say and crave their approval. This insular echo chamber effect can lead to dangerously ill-informed decisions and stagnated growth if left unchecked. Here’s how to proactively ensure you have access to hard truths.

The Perils of Insular Leadership Devoid of Dissent

When executives and senior managers hear only positive feedback, validation, and endorsements of their perspectives, several risks emerge:

  • You become overconfident in your own ideas, strategies, and capabilities since no one questions your thinking or challenges your assumptions. Blind spots grow unchecked.

  • You lack access to diverse points of view that could profoundly broaden your worldview and leadership mindset. Information diversity fuels innovation.

  • You stop developing critical thinking skills and stop growing as a leader without candid critique stress testing your logic and mental models against reality. Intellectual muscles atrophy.

  • You begin making poorly informed, suboptimal decisions without the benefit of devil’s advocates who surface smart counter perspectives you need to hear but don’t know exist.

  • People on your team start withholding constructive dissent and feedback that could dramatically help you, the leadership team, and the entire organization out of fear of potential repercussions of honesty. Truth-tellers become an endangered species.

Leaders who surround themselves solely with supporters telling them what they want to hear quickly lose touch and perspective. Their growth stagnates. They sow the seeds of their own demise.

Proactive Tactics to Continuously Elicit Unfiltered Feedback and Input

Here are some intentional tactics and strategies to solicit unfiltered input and insight, even if difficult to hear:

  • Carefully examine your own reactions when someone questions or disagrees with you. Do you become defensive, irritable, or feel the urge to override them? Make sure you truly seek first to listen and deeply understand dissenting perspectives before reacting. Remain open to being wrong.

  • Explicitly reward contrarian thinking and constructive pushback from your team. Make it safe for people to civilly and thoughtfully challenge your assumptions without fear of negative repercussions. Invite dissenting views.

  • During meetings, proactively ask probing questions like “what are we missing here?” and “what are potential downsides or risks we haven’t fully considered?” to draw out objections and ensure all perspectives are aired. Disagreement shouldn’t feel threatening.

  • Occasionally poll team members privately to surface concerns, doubts, or ideas they may not be comfortable sharing publicly yet. Anonymous input often highlights blind spots.

  • Bring in external advisors, coaches, consultants, and subject matter experts with differentiated thinking and outsider perspectives into key meetings and decisions. They ask fresh questions and are unafraid to challenge groupthink.

  • Carefully and open-mindedly read anonymous employee engagement survey feedback. Look for patterns and recurring themes. Then publicly share key takeaways and actions to build trust in the process.

  • Watch for the clear warning signs of groupthink taking root such as lack of dissent, desire for harmony overriding realistic debate, and people self-censoring themselves from deviating from perceived consensus. Then actively encourage team members to take on the contrarian role.

Hearing critical feedback and accepting that your initial thinking may be flawed or incomplete is a sign of substantial strength and wisdom, not weakness. As leaders, we cannot grow and reach our potential without truths we may not like or want to hear. But we must hear them.

Who Will You Empower to Tell You the Hard Things You Need to Hear?

Surrounding yourself with emotionally intelligent team members armed with the courage and confidence to tactfully provide contrarian perspectives represents an incredible competitive advantage for any leader committed to continuous improvement. Allowing dissent helps ensure blind spots don’t devolve into pitfalls.

If you need guidance making it psychologically safe for people to constructively disagree and push back without fear at your organization, executive coaching provides external support perfectly tailored to your culture, leadership style and emotional intelligence blind spots. Please don’t hesitate to reach out if you want to discuss how we could potentially collaborate. With the right team around you willing to speak hard truths, the sky is the limit on what you can achieve. But first you must show you can handle the truth, even when it’s uncomfortable.

The Dangers of Celebrating "Hero" Activity in Your Organizational Culture

Organizational leaders often fall into the trap of putting "heroes," "ninjas," and "rockstars" on a pedestal. These are the people we look up to when a crisis hits—they put in the long hours, they make sacrifices, and it feels like they're always there when you need them. But let's take a step back and consider what consistently rewarding this behavior might signify about your work culture. It's time to ask some hard questions.

The Siren Song of the Hero

The Quick Fix

When an employee works through the weekend to meet an impossible deadline or fixes a major issue just in time for a key client meeting, it's tempting to give them a high-profile reward. It boosts morale and helps that individual feel valued in the moment.

The Facade We Celebrate

However, it becomes problematic when the exceptional becomes the expectation. When emergency firefighting becomes routine, you're essentially saying that it's okay for crises to occur as long as someone is there to put out the fire. This not only breeds inefficiency and systemic issues but also raises questions about the sustainability of your work culture.

The Silent Toll on Teams and Individuals

Short-Term Wins with Long-Term Costs

While it feels good to solve an immediate problem, celebrating heroics often overshadows underlying organizational dysfunctions. This repetitive cycle fosters inefficiency and employee burnout, and research on organizational behavior supports these observations.

The Individual Cost of Being a Hero

The individual lauded as the "hero" also pays a price. Busy putting out fires, they miss out on opportunities for personal growth, learning, and contributing to systemic improvements. This isn't just a missed opportunity for them—it's a missed opportunity for your organization. It can even become contentious, as this individual may focus more on maintaining their hero status rather than fostering long-term solutions or improving communication.

Team Dynamics Are Compromised

If individual heroics are consistently valued over collective contributions, the team's cohesion and collaborative spirit are at risk. Teamwork, as numerous studies have shown, is crucial for the longevity and success of an organization.

Reframing Recognition: Build a Culture of Sustainable Success

Prioritize Process, Not Just People

Instead of focusing solely on the firefighter, focus on the fire. Why did it start? What broke down? Answering these questions provides an opportunity to implement systemic changes that prevent future crises.

Shift Toward Systemic Solutions

Organizations need to aim for proactive improvements that make the need for heroes obsolete. This might mean clearer project scopes, better internal communication, or more comprehensive training programs.

Leading by Wisdom, Not By Crisis

In the final analysis, it's not about eliminating recognition but about recognizing the right behaviors. Assess your organization's rewards and incentives. Do they promote a culture of individual heroics, or do they encourage collaboration and sustainable problem-solving? If you find it's the former, initiate a process audit. Identify weak links and collaborate on long-term solutions.

Your Next Step Forward

Here's an actionable tip: review how recognition is doled out in your organization. If it favors "heroic" over collaborative behaviors, initiate a comprehensive audit of your processes. Find out why crises are happening and address those issues as a team.

Ready to Elevate Your Leadership Game?

If you're grappling with creating a balanced, efficient work environment, you don't have to go it alone. As a seasoned professional coach, I can equip you with the insights and tools to lead effectively. Whether you're an aspiring executive or a current leader looking to level up, reach out to discover how you can foster a culture that prioritizes sustainable success over short-lived heroics.

Inspiring Excellence Through Positive Expectations

“Culture is the worst behavior you tolerate” is a common saying about organizational culture. This stems from the idea that allowing unproductive or toxic conduct sends a passive message those actions are acceptable, slowly eroding standards over time. But what if culture was defined not by our tolerance for poor conduct, but by the positive expectations we set and enable?

The Limitations of Tolerating Toxicity

The “worst behavior tolerated” maxim contains truth - tolerating destructive actions, mediocrity or poor performance can breed resentment, apathy and a race to the bottom. But it also has limitations:

  • It’s inherently reactive, requiring something egregiously bad to happen first before responding, which rewards silence until serious damage is done.

  • It begs the question of who decides precisely what behavior is considered the nebulous “worst” and how it is addressed. Zero tolerance policies often lack nuance, even when well-intentioned.

  • It assumes people will only aim for the minimum acceptable standard or lowest bar, rather than needing clearly articulated expectations coupled with support to reach them.

  • It offers no positive vision or principles, simply avoidance of a theoretical bottom.

Organizations stagnate when the emphasis is on cracking down on the negative rather than inspiring movement toward a positive ideal.

The Power of Proactive Positive Expectations

What if culture is fundamentally the best we choose to expect from people and enable them to become? Some implications of this approach:

  • You demonstrate initial trust in people’s capabilities and good intentions unless shown otherwise over time.

  • You provide active support and resources to reach ambitious expectations through hands-on coaching, training, and removing roadblocks.

  • You offer frequent positive reinforcement for progress made, combined with kind redirection when needed.

  • You intentionally focus on nurturing latent talents, not just punishing shortcomings.

  • You consciously shape culture proactively by modeling desired mindsets and behaviors daily.

With clarity, compassion, and commitment, positive expectations become self-fulfilling prophecies. People inherently seek to rise to meet what’s boldly asked of them.

Tactics to Raise Expectations and Unlock Potential

Here are some practical tactics to expect, inspire and enable excellence:

  • Articulate a compelling vision, mission and purpose. Ensure people see how their role contributes to achieving something meaningful.

  • Invest in professional development and coaching. Actively grow your team’s skills and abilities rather than expecting capabilities to spring forth on their own.

  • Recognize contributions and celebrate forward progress, both large and small. Genuine appreciation fuels motivation and engagement.

  • Be exceptionally clear, consistent and transparent around performance standards, priorities and expectations.

  • Promptly address issues in real-time through thoughtful crucial conversations. Don’t avoid or delay delivering caring feedback.

  • Remain intensely curious about the root causes and mindsets potentially driving behaviors before judging. Seek to deeply understand, not just react.

You tend to get precisely what you expect, inspect and enable. So find ways to help your team reach incredible new heights together. Leadership is believing we all have wings before seeing evidence we can fly. With care and courage, you'll be amazed at how high your people soar.

Need support optimizing your culture and unlocking potential? As an executive coach I specialize in organizational development, communication excellence and empowering leaders to inspire greatness. Please don't hesitate to reach out if you'd like to explore how we could collaborate. You already have everything you need to change your world.

To List or Not to List: Agendas in One-on-Ones

Today I'll be exploring guidance on using lists and agendas during one-on-ones, inspired by the excellent Manager Tools podcast. Their wisdom has often informed my perspective on leadership and management excellence.

One-on-ones are most effective with just enough structure to spur productivity, while retaining an informal flow. Rigid agendas can sabotage the interpersonal openness that builds trust and psychological safety over time.

The Informal Agenda is Already Defined

The fundamental purpose and loose agenda of one-on-ones is already set - 10-15 minutes for employees to share what's top of mind, 10-15 minutes for you to provide guidance and feedback, and remaining time for coaching and growth discussions.

There's no need to create formal agendas within this agenda. The spirit of the meeting is unstructured, authentic dialogue, not minutely planned content. Dotting every "i" defeats the purpose.

Simple Lists Help Make the Time Productive

Employees should feel completely comfortable bringing a list of key topics or updates to cover to help them prepare and ensure important items aren't missed in the rush of your busy schedules. Keeping a list boosts efficiency and organization.

As the manager, keeping your own list on a consistent template is wise to optimize your time as well. A list helps you flag key priorities for each direct report so you can calibrate your guidance and questions accordingly.

But don't let the list constrain you. Allow room for spontaneity based on what emerges in the moment. The goal is enhancing mutual understanding, not just ticking off boxes.

Sharing Lists Can Build Transparency

Employees can certainly send you their list or priorities in advance if they’d like so you’re generally aware of what's top of mind or potential issues headed into the meeting. This transparency can help you listen even more fully.

However, as manager don't send employees your list or priorities in advance. This can negatively shift the tone from open dialogue to pre-assigned tasking. The meeting starts with their concerns, not yours.

Avoid Rigidity, Embrace Intentionality

Keep it simple - the right amount of structure maximizes value from these recurring touchpoints without getting bogged down in rigid formalities. Preparation, not paperwork, makes one-on-ones sing.

With the right balance of agenda flexibility, one-on-ones become sacrosanct rituals where candor and care flow freely. That spirit of intentionality, not any template, makes the investment of time worthwhile and meaningful.

If you have any other questions on running amazing one-on-ones, I offer management coaching focused on relationships, communication, feedback and other vital leadership skills. Please reach out! Thoughtful rituals build trust, transparency and teamwork.

Why One-on-Ones with Contractors Make Sense

As a coach, I'm always looking to synthesize wisdom on leadership and management from diverse sources into insights to share. In this spirit, today I’ll be exploring guidance on one-on-ones with contractors inspired by the invaluable Manager Tools podcast. Their perspective has profoundly shaped my own approach to effective management.

As a manager, one-on-one meetings represent your most powerful tool for building trust, fostering transparency, and empowering your team. But what about contingent, contract, or freelance workers who are not permanent employees? Should you invest the time and effort to meet with them regularly too? In most cases, the answer is a resounding yes.

They Directly Influence Results and Outcomes

At the end of the day, anyone who does work that significantly impacts your department’s outcomes warrants your attention and relationship-building. Contractors produce key deliverables and services your team relies on to hit targets and achieve success. So taking time to understand their challenges, surface concerns early, and improve collaboration will naturally yield better collective results.

One-on-one meetings exist fundamentally to foster effective, two-way communication and greater understanding between managers and their people. This in turn leads to increased engagement, more nimble problem-solving, higher quality output, and ultimately better performance.

Therefore, don’t view one-on-ones as a “perk” to dole out selectively or exclusively to privileged full-time employees. They simply represent an essential management practice to align the resources you depend on - all the resources - in service of shared goals.

Tailor the Approach Thoughtfully, Not the Overall Principle

When implementing one-on-one meetings with contract teammates, tailor the execution and formatting appropriately without compromising on the underlying commitment to inclusive leadership:

  • Roll them out simultaneously with permanent employees to signal equal importance and investment in their success, regardless of status. Avoid any visible favoritism.

  • Use a balanced 15 minute - 15 minute agenda split rather than 10-10-10, since you likely won't have long-term career development and goal-setting discussions. Keep the focus on near-term work.

  • Establish clear boundaries around inappropriate topics like pay, benefits, promotions, and future career trajectory that should strictly involve their employer, not you.

  • Focus the bulk of your one-on-one interactions on near-term work deliverables, processes, timelines, and constructive feedback to improve output and results. Content will differ but candor and care need not.

  • Get to know them as people too - there is no need for impersonal, all-business interactions. Find common ground as fellow professionals even if not under the same legal employment.

At the end of the day, you manage their work output, so take time to proactively manage the relationships enabling that work, rather than just reactively addressing problems as they arise. Delivering this respect and inclusion thoughtfully demonstrates your commitment to leading all team members well, without overstepping legal bounds.

Investing in Consistent Communication Pays Real Dividends

Above all, consider how consistent one-on-one meetings with contract employees establish open flows of communication and opportunities to surface concerns early, before frustrations boil over or issues spiral. This allows both of you to course correct quickly when needed, or capitalize on emerging opportunities in an agile fashion.

You also build relationships where people feel valued as individuals, not just interchangeable contractors. This motivates discretionary effort, knowledge sharing, and willingness to go the extra mile when crunch times inevitably hit.

If you need any guidance instituting more inclusive, empowering one-on-ones, I offer management coaching focused explicitly on relationship-building, feedback excellence, and other core leadership skills vital for unleashing any team’s potential. Please reach out anytime to discuss how we can collaborate. Thoughtful communication and leading by serving will reinvent what your team can accomplish together.