You Might Be Delusional, Here’s How

Have you ever heard “if you can believe than you can achieve?”How about “if you can dream it you can do it?”In these cases, belief is actually just a combination of trust and visibility.

Let me explain:

Trust is the reputation you have with yourself for executing things.If you have executed, followed through, and challenged yourself in the past you will trust yourself to do so in the future.Visibility is what you can see about the work to be done ahead.Even if you can’t see the ending, have you done something similar or even just not seen the ending before?How clearly can you define your dream?Example: “disrupt the real estate industry” isn’t clear enough.If you don’t know where you want to go, there’s no way to know when you’ve arrivedBasically . . .

 It helps if you know what to do and how to do it.

But even more important is the relationship you have with your own execution and whether or not you trust yourself to follow through or figure out the unknown.

Unbounded belief is delusion.

Delusion is when you believe and believe, with abandon, no matter what the world around them is telling them.So, believing in yourself means having the data log of many, smaller decisions and actions that prove that you are capable of bigger ones.Delusion is when you have no behavioral evidence but believing anyway.See the difference?

2 Minute Action

Do you trust your ability to execute?If so, great! Can you name some projects that would prove this?Having the data in hand will drive up your confidence, today.If you don’t trust yourself, take this time to break your most essential project down into a few chunks you can accomplish this week and ask a good friend of yours to hold you accountable. You’ll need to know a bit about what the final product looks like if you’re going to break it down, too.Example:I have a friend who wrote a check for $1000 and said: “cash this check if I don’t stick to my plan.”People who excel set up their environments to give them the best chance of success.

You'd Be Surprised At How Many People Make This Productivity Mistake

You walk in and instead of confidently starting on your prioritized "to-do" list, you start responding to emails, fielding help-desk tickets from customers, taking phone calls, and diving into whatever is pressing on your attention at that moment.You'll never be in control of your project if you always feel like a slave to the urgency of a crisis.This is known as a "Fire-of-the-Day" management style.Whatever seems to be burning down today is where your attention goes.Here's the tell-tale symptom:If you're exhausted at the end of every workday, but you can't really describe what you did, you're experiencing this one.There’s nothing worse than feeling like you have no control over your own project.One way to get a grip on the reins and get buy-in from your team is to create Critical Productivity Indicators (CPIs) that are measurable, actionable, and don't mean they'll "get the axe" if they mess up.When your team is clear about what “success” means, you’re going to see a lot more collaboration and confidence on "progress report day."What are CPIs? Below are some I've developed for organizations.  All together, they form a Productivity Index, a composite score used to gauge how healthy a team is.Steal this and run with it.

2 Minute Action:

Look at the list below. What's the most important, pressing issue for your team? Only pick one.Take 1 minute and define the question.Take the next minute and create a few answers.You don't have to solve this right now, but having a good question in your head will let you see your work differently today.It's up to you to carve out the time to develop solutions.

• Activity - How much work is being done?
• Prioritization - What kind of work is being done?
• Efficiency - How much work is redundant or wasted?
• Productivity - How much useful output is generated by your team?
• Potential - How much productive work you could be doing?
• Visibility - How clear your team is on their responsibilities?
• Reinforcers - What is motivating consistent, high-quality work behavior?
• Standards - What goals, targets, or benchmarks are in place?
• Capacity - Does your team have all the skills necessary?
• Alignment - Is everyone clear on the mission and priorities?
• Proximal Zone - Where does your team fall in Vygotsky’s Proximal Zones, and the anxiety-boredom spectrum?
• Sentiment - Does your team believe in the mission and are they invested in success?