Plugging Into Passions: How to Leverage Motivators at Work to Mobilize Energy for Change

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Plugging into Passions is a process for leading change that focuses on the individuals at every level of your organization.

The process merges overall best practices in change management with recent developments in assessment methodologies to provide a powerful new approach for leaders at all levels. Predict when and why your team members will embrace some tasks and avoid others. Connect with your employees in a way that increases their commitment to their work and the organization. Communicate using key words that unleash energy and tap into each persons unique passion.

Build support for your ideas and initiatives from peers, executives, and stakeholders. Create implementation strategies that not only reduce resistance, but that actually create a firestorm of support. Plugging into Passions is grounded in the belief that the most effective way to get people to embrace and accelerate change is to unleash the energy that is at the core of each person.

It is not a magic bullet, but it is a crucial tool for anyone who strives to be an effective change leader. Management Tips. Harvard Business Review. Heart, Smarts, Guts, and Luck. Tsun-Yan Hsieh. Kelli Dunham. Life Coaching For A Living. Duane F. Steve McClatchy. Keith Cameron Smith. Michael Bourne. Renee Galloway. Roger Ellerton. Susanne D. Emerging Effectiveness. Luke Williams. Raphael Lapin. Deal Coaching is a Lost Art. Peter Bourke. Managing Your Boss.

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John J. Career Coaching. Susan Weaver. Karl Hagglund. Making a Difference by Being Yourself. Gregory E. Larry Barkan. George P. Larry Cole. David Cottrell. Perfect Phrases for Employee Development Plans. Anne Bruce. Finding the Courage to Lead. James M. Teaching Smart People How to Learn. Chris Argyris. The Ordinary Leader. Randy Grieser. BusinessNews Publishing.

Shelley Holmes. Leadership Tips. On this episode, Haben explores why companies need to prioritize access for those with disabilities and inclusion, designing with access in mind, and the unknown as an opportunity to learn, grow, and innovate. Girma draws examples from her experiences in salsa dancing, sign language, surfing, and more as she unpacks the connection between creativity and inclusion. At this unique Mobilize Women panel, the powerful panelists tackle questions larger than themselves, as we talk about innovation, role models. STEM, and the importance of a support system.

With another episode from one of our favorite Mobilize Women Summit segments, we're bringing Stacey Flowers' fascinating keynote to our podcast. On this week's episode, we are bringing one of our favorite segments from the Mobilize Women Summit right to you. The speakers also focus on the role of employees at every level, instead of focusing on the leadership. Claire Mazur and Erica Cerulo, co-founders of Of a Kind, join us this week as we talk about how they met and how their friendship escalated to running a successful business today.

The duo share their experiences on why storytelling is important, how they determined their core values, and the power of embodying values. They also talk about the notion of having a "work wife", their book on female friendships in the workplace, as well as their thoughts on conflict between work partners and family leave. Luvvie Ajayi, NY Times best selling author, digital strategist, joins us this week after taking the stage at Mobilize Women Having discovered a love for writing through blogging, Luvvie talks about how writing became her job, career choices, and the importance of self-confidence.

She also shares her learnings around solopreneurship, access gap, how not to take yourself too seriously, and her online academy, The Do Better Academy. With vast experience as an academic studying why we sometimes "choke" under pressure, Sian shares about the importance of talking about insecurities, the phenomenon of "spotlighting", and steps of overcoming fear of failure. She also talks about imposter syndrome, the complicated relationship between economic opportunities and education, as well as her thoughts on single gendered educational environments.

Realizing the importance of company culture early on, Kiersten joined Bloomberg first serving at a travel-heavy role. On this episode, she talks about the role of culture in global organizations, the notion of diversity throughout countries, as well as the importance of taking action. Kiersten also shares her expertise on the Gender-Equality Index, the increased demand for financial services for women, and the importance of data-driven approaches to progress and equality. Laser Consulting, author, and speaker, joins us to talk about how she got to where she is today, ups and downs of her career journey, and how she was inspired to write her book, Culture Killers.

From working in Hawaii to getting the "pink slip", Tabitha's story story is far from your typical career journey. On this episode of the Ellevate podcast, Victoria Tsai, founder of TATCHA, joins us to talk about the wake up call that led to her switching careers, the importance of finding meaning in her work and how important that was to her being happy in her life. She talks about the inspiration behind founding TATCHA, the lack of oversight in the cosmetic industry and her experience with creating a sustainable business and creating a product in the beauty and wellness industry.

She also shares her tips on traveling for work while being a parent and talks about her partnership with Room to Read. On this episode of the Ellevate Podcast, Kristen Kimmell, Chief of Staff of RBC Wealth Management joins us to talk about how her career began and developed at RBC, her advice on finding work-life balance and how this can be achieved, and the importance of having a strong support network. She also talks about how RBC is working to create an environment where you can bring your whole self to work, the best ways to speak up and talk more openly at work and the myth-busting behind the relationship between women and money.

Leaving her career in the financial industry behind, Heidi Nazarudin, Co-Founder and CEO of Marque Media, created her own path focusing on her skills in growing a business and building a brand. On this episode, Heidi shares how she was able to build a brand, being honest about yourself, and her career as a social media influencer. She also explains what makes people follow others on social media, when to pivot a message, and lessons she learned through her journey to both building a company and growing her brand to over , followers.

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Episode Starting Over, with Stacey Flowers. If you've ever felt burnt out, you are not alone. On this episode, Stacey Flowers, speaker, entrepreneur, and eternal optimist, joins us this week to talk about how she got her start, making a living while staying sane, and the importance of transparency. She also shares her experiences around building a personal brand, raising kids as a single mother, as well as using technology to help her business.

Starting her activism journey on Sesame Street at the age of 10, Emily Ladau, Disability Rights Activist, Writer, Communications Consultant, joins us this week for a sneak peak into what she will be sharing at the Mobilize Women Summit. On this episode, Emily talks about the role of advocates and how one can be a good advocate, as well as making the disability experience accessible. She also shares best practices on talking about disabilities with kids, the nomenclature on disability, and what is next on the horizon for her. Emily will take the stage at Mobilize Women on June 21st to continue to inspire, advocate, and activate.

On this episode, Susan shares the story behind HGTV, her new book, and all about emotional intelligence. She discusses her tips on how to practice emotional fitness, how to know when to leave a job and when to slow down, as well as the importance of knowing yourself and becoming more self-aware. On this episode, Valerie reflects on how she got to where she is, how her relationship with the Obamas began, and the complicated world of politics. She also shares the importance of stepping outside your comfort zone, creating a safe space for talent, as well as her favorite and least favorite memories from the White House.

Through her interest in storytelling, Sharon Epperson, Senior Personal Finance Correspondent at CNBC, found herself in the world of money and business - with a passion for reporting stories of individuals and their personal finances. After having a ruptured brain aneurysm, Sharon realized the value of her health, and through this opened a new door in her life. On this episode, Sharon shares how she learned about money and business, why talking to other women about finances is important, and how assumptions may be very dangerous.

Coming from a large family of eight siblings, Felena Hanson, founder of Hera Hub, knew she wanted to be a first generation college graduate when the opportunity presented itself. Taking her college degree and tapping into entrepreneurship, Felena shares her journey that led her to founding Hera Hub, how getting a college degree might be a subjective decision, and how entrepreneurs can set themselves for success with the power of a network. She also talks about the role men can play as allies, getting comfortable with being uncomfortable, and how everyone can have something to bring to the table.

After learning the ins and outs of every department, from answering customer phone calls to working in production, Iva realized she wanted to create a brand that represented her own vision. Her brand Richer Poorer starting out as a sock company, Iva talks about how she entered a business that she knew nothing about. On this episode, Iva shares her tips for new entrepreneurs, how Richer and Poorer grew as a successful brand, tips on time management and being productive, as well as the role of resilience in the start-up world.

On this episode, Melissa shares her journey from almost having to file for bankruptcy to working with Peter Gabriel, her experiences with groundbreaking entrepreneurs from across the globe, and how technology can be used for positive social impact. She also shares her insights on how organizations can incorporate purpose and impact without it becoming a distraction, flipping the script on social impact, as well as her experiences with diversity in tech. Learn more about the launch of our new program here! After her old readers reached out to her, Seymour put her consumer-centric self forward and started CoveyClub.

On this episode, Leslie talks about being an entrepreneur compared to the corporate world, how she reinvented herself after the publishing world, and importance of having a lifelong network.

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  • After her year banking career, Cate Luzio, Founder and CEO of Luminary, saw that it was time to pivot and shortly after, started her own collaboration hub for women. On this episode, Cate joins us to share the highs and lows of starting a business, how she came up with the idea for Luminary, and the emotional difficulties and loneliness of starting a business. She also shares some of her tips for entrepreneurs such as the importance of building a great team, rethinking work-life balance, and how her team only has one meeting a week.

    Episode Taking the Lead, with Gloria Feldt. Rising up to become the President of Planned Parenthood, Gloria talks about her learnings as a single mother and as the President inside a highly-disputed organization. Gloria offers her tips on the place of innovation and creation of meaning through organizational leadership, as well as what she is currently doing to give women an equal shot in the world through Take the Lead. Ditching Perfectionism, with Jodi Flynn. In this episode, Jodi walks us through the rewards and challenges of holding oneself to the highest standard, and she outlines helpful practices that all women can adopt to let go of unrealistic expectations of what we can accomplish.

    This week, we sat down with broadcaster, speaker, writer, and educator, Natali Morris to discuss managing your personal finances. In the process, she became highly knowledgeable in the realm of personal finance, so much so that women and men around the world seek out her insights. Owning Your Influence, with Miriam Grobman. Miriam Grobman, Founder and CEO of Miriam Grobman Consulting, joins us for the second time on the Ellevate Podcast to talk about everything from changing careers and industries from mining, to finance and consulting.

    Miriam shares her tips on building and maintaining confidence, switching from an operational mindset to a strategic mindset, and what it means for women to own their influence. She shares insights to her famous courses on leadership education, strategic influence, and executive presence. Ericka talks about the importance positioning yourself well in job the application process, balancing multiple jobs and responsibilities, and the importance of prioritizing.

    From shaving her head unannounced to publishing three books, Ericka explains the impact of leaving your comfort zone and truly owning your career for continued success. Original air date: August 7th, Past podcast guest, Melanie Curtis, life coach, comes back to the EllevatePod to share her amazing insights.

    She also shares her tips and advice for future networkers, and how she had fun at networking events with her laid-back approach. Starting in the corporate world and moving to a startup at 8-months pregnant, Joy talks about her experiences with negotiating, her career, and the journey that led her to a corporate healthcare provider focused on preventive care. She also shares her insights on leading a company with employees from multiple generations, managing a team, and setting boundaries for work-life balance and integration.

    Episode Happiness at Work, with Stella Grizont. Having the perfect job might not always be the key to happiness. Stella Grizont, Executive Coach, Trainer and Founder of Woopaah, joins us this week to share her history with workplace burnout. Stella shares her expertise on the importance of individual and workplace values, and how mental health practices at work can have significant long-term benefits. On this episode, Jessica and Bertha talk about how they started their company, industrial symbiosis and why it matters, as well as how to incorporate sustainable practices in businesses.

    The duo also touch on sexism in their industry and the obstacles they faced as immigrants in the United States. Be selective about people who hold themselves out as experts. The best knowledge possible is that which comes from your first-hand research and experiences. Get the facts before you make big purchases, cast your vote, or try to influence others.

    Allow yourself to see mistakes in a whole new light. Learn from them, and one day, your mistakes will provide material for the stories you tell, your heartfelt advice to others and your expanding book of self-confidence. Always forgive yourself and others for making mistakes. Make decisions based on the best information you have and be confident you will be able to handle the outcome.

    If you want to be known as a team player, to be included in big projects and considered for promotion, look for ways to acknowledge others and their contributions. In fact, the group is always smarter than any one person, so why not embrace it and say so. When you make co-workers feel a part of something, they are inspired to do their best.

    People who inspire are literally pushed up the ladder by their peers. These principles come to you as a loving reminder, moment of reassurance, and reaffirmation of all that is important today and will be for the rest of your life. It comes from someone who has learned through experience these change-proof concepts the hard way. I hope you'll share them with those you love. I hope it brings you comfort, joy and all the blessings of a life well-lived. J ERRY COLONNA helps start-up CEOs make peace with their demons, the psychological habits and behavioral patterns that have helped them to succeed—molding them into highly accomplished individuals—yet have been detrimental to their relationships and ultimate well-being.

    He states that much of what he has learned about growing up came from learning to lead. Reboot is a peak into his life and the lives of leaders as they come to terms with who they are and what is holding them back. Who we are shows up in our leadership. Sometimes we use the organizations we lead to make ourselves feel better about our unresolved issues. The back of the warrior is strengthened by knowledge of knowing the right thing to do.

    The soft, open heart is made resilient by remembering who you are, what you have come through, and how those things combine to make you unique as a leader. Learning to leader yourself is hard because it requires us to look at the reality of all that we are—not to fix blame on ourselves but to understand with clarity what is really happening in our lives. Learning to lead yourself is hard because it is painful.

    There it is. That same old haunting belief system. But the spinning prevents us from being who we really are. False grit is brittle. False grit is dangerous. It feeds a stubbornness that, in turn, can feed delusion. We mistake the tendency to delude ourselves that our relationship will improve, our companies will succeed, if only we double down on our old patterns, grip the steering wheel until our knuckles whiten, and bear down. Stubbornness is not the hallmark of the warrior. Leaders who persist out of stubbornness, believing themselves to be gritty, are at best delusional and, at worst, reckless.

    True grit is persistent. True grit acknowledges the potential of failure, embraces the fear of disappointment, and rallies the team to reach and try, regardless of the potential of loss. True grit, the capacity to stick with something to the end, stems from knowing oneself well enough to be able to forgive oneself. To have inquired deeply and steadily enough to find the deep sense of purpose that is beyond a personal mission statement.

    In that knowing of oneself, one is then able to stand as a single, warrior amid a community of brokenhearted fellow leaders. Grace, in a secular sense—that is on a human level—is about perspective. A perspective larger than ourselves. A perspective that reaches to a purpose beyond who we are alone. In short, our connectedness. Grace is a critical part of who great leaders should be.

    Grace is something all leaders should model for the benefit of those around them so that it spreads to society in general. Love, sacrifice, truth, and courage are virtues made actionable by grace. We may be disposed to do what is right; grace gives us the impetus to act upon doing it.

    Grace then becomes the inspiration for treating individuals with generosity, respect, and compassion. It manifests itself as action in the name of others, and it energizes us to act upon our beliefs. To help us better understand grace and to help us intentionally apply it in our leadership, Baldoni explores grace from five perspectives with this acronym :. G is for Generosity : the will to do something for others. R is for Respect : the dignity of life and work. A is for Action : the mechanism for change. C is for Compassion : the concern for others.

    E is for Energy : the spirit that catalyzes us. Gracious people give of themselves. Gracious people leverage who they are and what they have for the benefit of others. Gracious leaders share time, knowledge, and power. They cultivate a selfless approach to life. Generosity emanates from an abundance mindset.

    A selfless person, even in the midst of personal adversity, can find something to share with others. That attitude is contagious. Self-awareness opens the door to respect for others.


    A fully self-aware person knows her faults as well as her strengths. Such awareness compels the self to acknowledge the dignity of others. Respect and self-respect fuel each other. They grow together. Grace is intentional. A reactive mind rarely manifests grace. While grace that has been shown to us comes freely, it requires effort for us to generate it ourselves. Grace means rising above a perceived slight. Grace is often manifested in clarity of purpose and civility. Civility is a decision we make. They focus not on themselves, but on the needs of others—on healing. Gracious people have the capacity to forgive and show mercy.

    Gratitude enables compassion—both gratitude expressed and felt. We need to reframe our lives with a constant awareness of just how important feeling gratitude within ourselves is because it actually helps our overall well-being. Grace requires energy. In forgiveness, mercy, joy, and humor. When we demonstrate grace in our leadership, it spills into other areas of our life as well because it is an approach to life. Our example encourages others to begin to think that way as well.

    Grace—in all of the dimensions Baldoni explores in this book—is a value that has fallen on hard times. It is time to revive it in our personal lives, in the workplace, social media, and in public discourse. Grace celebrates grace as well as advocates for it. Baldoni shares many examples of people from all walks of life who demonstrate grace in their lives.

    They are an inspiration to us all. Grace reduces the space between us. Our environment often pushes us into negativity; into the differences between us. Grace intentionally overlooks the negative and leverages the positive. It finds the connection and promotes it. Baldoni breaks the often intangible idea of grace into down-to-earth actionable behaviors that we can all intentionally implement into our lives.

    You will find a self-assessment tool of 20 questions to help you take an honest look at how much you have allowed grace to fill your thoughts and behaviors. Charles Fred initiated a study of over post-startup business to find out why, after they had experienced early growth, had stagnated. What the researchers found is a problem in the way employees approached their roles, solved problems, and interacted with each other; poor-performing firms showed working environments of intense stress.

    Our culture baits us into a non-stop frantic pace with the inevitable unintentional behaviors. Many leaders believe that they are just setting the bar for high performance. So, when we require mental acuity, we experience diminished recall. When we need sharp thinking and problem-solving, our minds are full. Into this environment, Charles Fred introduces a leadership discipline that inserts pause and calls it The 24 Hour Rule. Pause is not a delay but a discipline. It allows us to control how we respond and react to others, whether it takes five seconds or 24 hours.

    Most importantly, it does not delay our ambitions or dampen the need to hustle. Instead, we begin each day with unknown situations, variables well beyond our ability to plan and prepare. For these reasons, a leader must use self-discipline—the ability to mentally call a time-out, to get rest, to run through a checklist—despite overwhelming temptations to quickly react or respond without doing so.

    It is the one thing we have complete control over. When we look at the highlight reel of successful people, it gives us the impression that they are always on—always producing. As we watch from the sidelines, we create for ourselves a false set of expectations. We introduce unnecessary stress into our lives and work as we try to keep up.

    Top producers insert pause into their work. We need the self-discipline to do the same by letting go of a false ideal. The 24 Hour Rule is a well thought out and well-executed booklet. Fred provides three steps for building self-discipline around pause. It is a quick read but one that is worth spending some time thinking about. Productivity is not about doing more faster. We undermine our potential when we try to do everything. Freedom to focus, Freedom to be present. Freedom to be spontaneous. Freedom to do nothing. To that end, Michael Hyatt presents in Free to Focus , 9 actions grouped into 3 steps.

    To start, you must stop. Formulate : What do you want your life to look like? What matters to you most. What does that look like for you? Evaluate : Where are you now? What should you be doing? Evaluate what you do and could do based on two key criteria: passion and proficiency. The desire zone is where your passion and proficiency intersect and where you can make the greatest contribution. Obviously, this is where you want to be functioning most of the time. Hyatt adds a fifth zone called the Development Zone.

    This is an area where you are passionate about and developing a proficiency, or passionate about but not yet proficient. We need to evaluate all of our tasks and place them in the appropriate zone. Rejuvenate : Make time to rejuvenate. We can increase the energy we direct at our why when we sleep, eat right, move, connect, play, reflect, and unplug.

    Eliminate : Every yes contains a no. Time is a zero-sum game. Then go find it. Delegate : Should I be doing this job at all? Tasks in your Drudgery and Disinterest Zones should be delegated. The items in your Distraction Zone may be harder to let loose of since you enjoy them even though you are not the most proficient at them. Better to give them over to someone who can do them much better. If you have more than you can handle in your Desire Zone, you should look at delegating some of those too.

    So, while delegation does, in fact, take more time on the front end, it will save you an enormous amount of time every instance after that. Consolidate : Harness the power of MegaBatching. In those dedicated blocks of time, I truly am free to focus on the thing that matters most at that moment. Designate : Decide what needs to be done now and what can be done later. Plan your ideal week.

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    Designate the what and when of your week and day. Limit instant communications by turning off your notifications. Set boundaries by letting people know in advance that you are going offline for a period of time to focus. Use technology to block technology. Listen to the right background music. Take charge of your day. Free to Focus is one of the best books you will read in order to take control of your life. You will find downloadable tools for each step of the process. To some, this comes naturally.

    Others must constantly work on it. Since my earliest memory, I have had the sense that anything worth doing… worth pursuing… must be passionately pursued. A positive attitude naturally follows. I found myself first assuming leadership responsibilities at age 14 when I became an Eagle Scout. For me, getting there was just a mountain to climb. It was the culmination of 21 merit badges and a large community project.

    It was the excitement of the journey, the arrival at a destination, and the achievement of the reward. For me, at 14 years old, it was like reaching the top of Mount Everest but with no real thought or plan on how I was going to get back down… the part of the climb where most people die. But it did help jump-start a lifelong journey to develop and sharpen my leadership skills—a journey that really never ends. Great leaders constantly deal with the struggle between achieving personal goals, while doing so with humility.

    In high school, I held leadership roles in school government and on the sports field. My agreement sealed my fate. All these experiences helped shape my thinking about, and commitment to, leadership because people started to turn to me to lead. I had the right attitude throughout these early years. However, there came a period in college when I lost my way. My attendance at Purdue was facilitated by an Army ROTC scholarship, at a time when the Vietnam War was stoking nationwide protests across nearly every college campus. Compared to other campuses, Purdue was a fairly conservative school, but we had a chapter of the Students for Democratic Society SDS , and they regularly protested the war on the mall or at the Armory.

    I had mixed feelings about the war when I arrived at Purdue in , having spent most of my high school years in Europe—insulated from the anti-war movement. But since I had an ROTC scholarship and my dad was retiring from the Air Force and starting law school about the same time I entered college, I felt an obligation to stay in a program that was paying my way.

    I also worked 4 hours each evening Monday - Friday as a janitor, cleaning the second floor of the university library to help make ends meet. Just walking across campus in uniform to attend military drills drew unwanted attention. So, when the annual Army ROTC awards ceremony occurred in the spring of my freshman year , and knowing that I was not an award recipient, I decided to skip the ceremony and attend the SDS rally in the mall instead.

    Upon arriving at the armory, they broke open the large truck-sized doors and entered, chanting loud and strong. State troopers in riot gear soon arrived to keep the protesters away from the formation of cadets. He called me in the following morning and told me that my scholarship was being put on probation. This was a wakeup call for me, and it began the reshaping of my attitude. I had to decide which side to be on. I came to realize that I wanted to be a leader more than a protestor.

    Like some other Americans, I may have thought that the Vietnam War was ill-advised, but I also realized that there were alternative ways to make my mark on the world. When ROTC summer camp training rolled around between my junior and senior year, I spent nine weeks at Fort Riley and did well enough to become the third-ranking cadet at Purdue during my senior year. Upon graduation from Purdue in , I was one of six cadets designated a Distinguished Military Graduate. You need building blocks to realize that dream. During those early years at Purdue—at least as it applied to an Army career—I lacked ambition, a good self-awareness, and perseverance.

    I simply knew that I owed four years to the Army after graduation because of my scholarship, but after that, I thought I could move on to something else. Consider, for example, all the other concepts that courage connects to in workplace settings. Innovation takes courage because it requires creating ideas that are ground-breaking and tradition-defying; great ideas always start out as blasphemy! And sales always take courage because it requires knocking on the doors of prospects over and over in the face of rejection. Having a way of categorizing courageous behavior allows you to pinpoint the exact type of courage that each individual worker may be most in need of building.

    The first bucket of courage is TRY Courage. TRY Courage is the courage of action. It is the courage of initiative. TRY Courage requires you to exert energy in order to overcome inertia. You experience your TRY Courage whenever you must attempt something for the very first time, as when you cross over a threshold that other people may have already crossed over. First attempts; for example, the first time you lead an important strategic initiative for the company.

    Pioneering efforts, such as leading an initiative that your organization has never done before. Taking action. All courage buckets come with a risk, and the risk is what causes people to avoid behaving with courage. The risk associated with TRY Courage is that your courageous actions may harm you, and, perhaps more importantly, other people. If you act on the risk and wipe out, not only are you likely to be hurt, but you could also potentially harm those around you. It is the risk of harming yourself or others that most commonly causes people to avoid exercising their TRY Courage.

    TRUST Courage is very hard for people who tend to be controlling and those who have been burned by trusting people in the past. Following the lead of others, such as letting a direct report facilitate your meeting. Presuming positive intentions and giving team members the benefit of the doubt.

    By trusting others, you open yourself up to the possibility of your trust being misused. Thus, many people, especially those who have been betrayed in the past, find offering people trust very difficult. For them, entrusting others is an act of courage. TELL Courage is what is needed to tell the truth, regardless of how difficult that truth may be for others to hear.

    It is the courage to not bite your tongue when you feel strongly about something. TELL Courage requires independence of thought. Speaking up and asserting yourself when you feel strongly about an issue. Using constructive confrontation, such as providing difficult feedback to a peer, direct report, or boss. TELL Courage can be scary and comes with risks too.

    Courage is Contagious. Understanding and influencing courageous behavior requires that you be well versed in the different ways that people behave when their courage is activated. By acting in a way that demonstrates these different types of courage, and by fostering an environment that encourages them, you can make your company culture a courageous one where employees innovate and grow both personally and professionally. A former member of the U. High Diving Team, Bill is considered the originator of the new organizational development practice of courage-building.

    Department of Veterans Affairs. The only questions are what and how much. Poor choices lead you into failure, and good choices take you out of failure. Nobody likes failure. We are lead to believe that failure means that there is something wrong with us. Failure simply represents a challenge; not something to avoid. We crave certainty, and that feeds our fears. The lesson of Fail More is to keep going. But your purpose will compel you to keep going, adapt, and grow.

    Rowling, David Neeleman, and other well-known and not so well-known individuals, but he includes his own experiences that give it depth and credibility. Fail More will help you to work past your fears, the obstacles, set realistic goals, and learn from every result. Success is a process, and failure is part of that process. Failure gives you the critical feedback you need to make the necessary adjustments to bring you closer to your goal.

    Life serves adversity as a barrier to entry in the pursuit of happiness.. Look within as you work to create value for people by first becoming of value to yourself.. Enjoy the fruits of your labor while you are engaged in their pursuit. We all start at a place where we need to improve if we are going to succeed on a more significant scale. Procrastination, lack of prioritization, and the absence of goals all have their origins in fear. In order to get what you want, you have to do those things that give you the confidence to do just a little bit more the next day.

    Thomas Jefferson was skilled in many fields. In December , John F. Jefferson dined here alone. Jefferson cared for people and always offered advice when asked. A year before his death, he was asked by a father to give some counsel to his young son, Thomas Jefferson Smith.

    He responded with a letter that began:. Monticello Feb. Th: Jefferson to Th: Jefferson Smith. The letter concluded with ten rules to live by Jefferson titled A Decalogue of Canons for observation in practical life :. Never put off till tomorrow what you can do to-day. Never trouble another for what you can do yourself. Never spend your money before you have it. Never buy a what you do not want, because it is cheap; it will be dear to you. Pride costs us more than hunger, thirst and cold.

    We never repent of having eaten too little. Nothing is troublesome that we do willingly. How much pain have cost us the evils which have never happened! Take things always by their smooth handle. When angry, count ten, before you speak; if very angry, an hundred. The complete letter can be found on the National Archives website.

    Like us on Instagram and Facebook for additional leadership and personal development ideas. H OW DO YOU stand out in your chosen occupation to get the respect, recognition, and opportunities you want and deserve, to achieve the success you want? Leadership and life are built on relationships. Despite any talent or education you may have, your ability to work with and influence others is what will set you apart. You need a plan. Why am I here? You are not a victim. A specific purpose helps you also to align your actions to the purpose of others and your organization.

    It is nearly impossible to make good life choices with no self-awareness. A good place to get self-awareness is to watch the behavior of others. Often the behaviors that irritate you are mirrors of your own life. How do you impact others? Before you interact with others, begin by asking what is the desired result based on who I am, my purpose, and who I want to be?

    We have an impact on everyone we meet. How do others perceive us? Is that our intent? Does it align with our purpose? The other part of the Conscious Success Model is how we differentiate ourselves. We have to be more proactive, more deliberate and consciously aware. This is conscious success. How am I presenting myself to others? Am I having the impact I really want to make? This, of course, speaks to having a healthy self-awareness. Each of these differentiators as negative and a positive side. Either side will get you noticed. Avoid the side that will get you noticed for the wrong reasons.

    Differentiator 1: Authenticity. We mostly lack authenticity because we are trying to be what people want us to be in order to be accepted or popular. We are inauthentic to cover up for our insecurities. Authenticity leads to trust. Consistency matters. Differentiator 2: Work Ethic and Personal Responsibility. Decide that you are percent responsible for what happens in your life and everyone else is 0 percent responsible.

    It might seem unrealistic to do this but deciding to be percent responsible forces you to move forward.

    Blaming and justifying limits options and percent to zero percent responsibility expands options. Differentiator 3: Listening for Results and Connections. Ask questions with the intent of clarifying your understanding. Differentiator 4: Articulate for Impact. Closely related to differentiator 3 on listening is articulation.

    Have a good vocabulary. Before you speak, consider your emotional state. Also, think about what your purpose is and what you are trying to convey. Differentiator 5: Humor. You can have a sense of humor, but it must be consistent with your image and what it is you want to accomplish. Differentiator 6: Gratitude. Gratitude is a choice we make each and every day.

    Having an attitude of gratitude gives you a positive outlook which makes you more attractive to others. It takes commitment, focus, and a force of will. The Conscious Success Model provides a useful framework for not only differentiating yourself but creating a life that matters. The 9 Dimensions of Conscious Success is a great tool to put into the hands of anyone starting out in life. I N , Sir Isaac Newton presented three laws of motion. The first law is often referred to as the Law of Inertia.

    The law states that every object will remain at rest or continue in a straight line unless compelled to change its state by the action of an external force. In other words, things stay the way they are unless something comes along to disrupt them. This law has the power to make us or break us. And it is at work in our lives all day, every day whether we are conscious of it or not.

    When we kick a soccer ball, it heads in a specific direction until it is acted upon by a force greater than the force that is currently propelling it downfield. Like that soccer ball, our life is moving along a path that is taking us to a particular future intentionally or not. And we will continue along that path to its destination until we do something different. Our intentions mean nothing.

    In other words, our will be just like our unless we exert a force to change our direction that is greater than comfort we enjoy by continuing to do what we have always done producing the same results again and again. No force, no change. Get on a new path. New actions will produce different results.

    For every cause, there is an effect. Today is connected to tomorrow. Every action we take and everything we say is taking us somewhere. We just need to be sure we are on the path that is taking us where we want to go; a path that is taking us to the person we want to become. If we work harder than we did last year, then we will do better.

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    If we sacrifice now, then we are investing in our future. If we reflect, then we will grow. If we improve our leadership, then people will follow us. If we are courageous, then we will inspire.

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