This Distinction Will Kill You or Make You Bulletproof
Let's be clear about something.Analyzing the past can be useful, but ruminating is not.Pay attention to how you felt, but when anxiety or fear overcomes your ability to act in the present--you're in big trouble.It's here in this moment that you've got a chance to realize that something's not right and that's what makes it useful.Fear should be given attention, but NO power.In fact, if you're afraid of something that's generally a good sign that you should do it.Know the distinction between analyzing and ruminating.If you don't practice distinguishing them, well, you'll end up in the same jobs, dating the same kind of person, and fearing the same things that could make you great.Start small right now.TAKE ACTIONWhat's something you've been afraid of that you can squash in less than 2 minutes?Telling your boss you need a raise?How about asking that co-worker how to actually pronounce your name?This doesn't need to be some huge undertaking. In fact: the smaller you can make this, the better.Be small, consistent, and relentless.
The Only Thing That Actually Matters . . .
It's not talent, or opportunity, or luck.In fact, it's not any of the typically desired characteristics or things.The only thing that matters in your career, life, or productivity is your ability to get up again.If you can get up again and again, you'll win.You'll learn the rest along the way.For now, get comfortable with the process of getting up over and over and over.
The Defining Reason Leaders Fail
I want you to think about the last time you worked with someone who didn't do their job well.Were they always late?Did they not not complete their work?Were they sloppy?If you were their boss (and maybe you were) would you fire them?Whose fault is it?Most people would say: "Look, if they can't do the job I hired them for, that's on them."Wrong.Confused? Let me explain.
The difference between mediocre leaders and great leaders is one simple factor: ownership.
Who owns the project? Who owns the problem? Who owns the department?The leader does--and by leader, I don't always mean the person in charge.
It's up to you to take ownership of what's at hand.
Could you have been more kind?Could you have better set them up for success?Could you have listened to them instead of telling them what to do (or what not to do)?No matter if you're middle management, a barista at Starbucks, or a CEO of a Fortune 5 company . . .You're responsible for being your best everyday. You're responsible for training those around you how to be their best. No one else is going to do this for you.You're the owner of your life. You're the owner of the outcomes within that life. You're the owner of your destiny.
ACTION:
What's one thing that happened at work recently that you blamed someone for? Did they deserve it? How might you reframe that situation in your head to take responsibility as a leader?Would love to hear your stories here.