..."Manage your own behavior first. Many managers try to control others’ behavior by being coercive, manipulative or demanding. Control your impulses, take responsibility for your actions, and be adaptable. If you aren’t a responsible leader, don’t expect employees to shoulder the responsibility for making your business a success."
"3. Seeking validation from others invalidates YOU.
Has the fear of rejection held you back? Have you ever been so fearful of what others might think or say about you that it kept you from taking positive action? I bet you’re shaking your head, “yes.”
It’s time to change your mindset…
Today, the only person you should try to be better than is the person you were yesterday. Prove yourself to yourself, not others. You are GOOD enough, SMART enough, FINE enough, and STRONG enough. You don’t need other people to validate you; you are already valuable.
If someone says “no” to you, or if someone says something negative about you, that doesn’t change anything about YOU. The words and opinions of others have no real bearing on your worth. Certainly it can be helpful and desirable to make a good impression in certain situations, yet it’s not the end of the world when you are faced with rejection.
It’s great to receive positive feedback, but it simply doesn’t always happen. That’s OK though, because you know where you’re headed and you know your true worth does not depend on the judgment of others. When you set out to make a true difference in life, there will be those who disagree with you, those who ignore you, and those who flat out reject your ideas and efforts. Look beyond them, step confidently forward, do what must be done, and let them think what they will."
A common form of complexity is the sophistication of fear. Long words when short ones will do. Fancy clothes to keep the riffraff out and to give us a costume to hide behind. Most of all, the sneer of, "you...
Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success.
How your organization responds to this stress in allocating scarce resources is a crucial but often unaddressed issue. The natural bias is to respond immediately to what is in front of you. The problem is, this instinct crowds out longer term, innovative thinking.
Truly great men and women are not acclaimed because of what they own and earn. Nor are they admired merely on account of their talents or level of professional performance. Rather, they’re respected because of their willingness to give themselves to people and purposes that will live beyond them.
Amy Melendez's insight:
From the article:
Question to Consider In the words of Martin Luther King, Jr., "Life's most persistent and urgent question is, 'What are you doing for others?'" Reassess your dream by asking, “Who will benefit the most when it comes true?” If the answer revolves around you, then you still have some thinking to do in order to stretch your dream from selfishness to significance.
Finally, we also have to be courageous about the reason for the leadership program in the first place. If there’s a serious deficit that needs to be addressed, it’s better to be honest about it. If high performers are being put into a program to escalate promotion, then be clear about that. If the program is meant to top-grade skills for current positions, that’s fine too.
Everyone is well meaning, and this can get in the way. Too often, companies disguise, or don’t know, the real reason for the program. They worry about setting incorrect expectations. Just because a senior leader wants it doesn’t make a program meaningful. Greater transparency about why participants are selected and what the program will lead to is critical. Otherwise, there’s widespread skepticism and even frustration which foils learning every time.