Blackhawk Blog -- Discover Your Potential
This leadership blog is about personal growth and influencing others, with articles specifically related to:
Purpose, Autonomy, and Mastery
Biases and Change
Trust and Courage
Empathy and Humility
Interpersonal Skills and Emotion(s)
Self-Awareness and Values
Empowering Others and Decision Making
In the story of Jonathan Livingston Seagull, he is banished from his flock for flying too fast.
Masters overcome any tendency to overestimate strengths; instead, they obsess about identifying and improving weaknesses.
“Respect is like air. As long as it’s present, nobody thinks about it. But if you take it away, it’s all that people can think about.” — Ron McMillan
Emotions: “Not everybody has as much control as they might like, but everybody has a little more control than they think they do.”
“…we often don’t know what others are experiencing / thinking and … we need to communicate to find out!” –Anne Irene Ryan
There’s great power in asking “Who can do this for me?” instead of “How can I do this?
Leaders must provide emotional safety before employees will feel a sense of belonging. Only then, will employees be able to learn, grow, and become engaged.
If you are able to take a step back, your neocortex might engage and the rational thought, decision making, and empathy you need to exhibit at this moment will occur.
Have you ever experienced a time when you feel stress accumulating from various negative or challenging events, and they just seem to keep coming?
Have you ever thought about how hard it is to say no?
For many people, having to say no is just another encounter with fear.
For those who don’t feel a “calling,” or altruism, or engagement on their own, how do we help instill a belief that they believe their work has #purpose and meaning?
In Grit: The Power of Passion and Perseverance, Angela Duckworth addresses the idea of deliberate practice compared to flow.
Encourage your employees and set high standards: it is the best practice I’ve learned for creating high performing teams.
Gaining the trust of your team can be daunting for any leader, especially when you are new to an organization.
The great thing is that when have any one of these three in our favor, we are happier, which leads to being more productive.
Leaders must make a variety of timely decisions for unique situations, as opposed to applying a process for recurring decisions.
We are social beings, so no matter what product or service you offer, it is important that leaders communicate what they offer to the greater society.
The purpose for each: “to give soldiers confidence in their mental and physical abilities, while cultivating personal courage.”
A service provider has not produced. After a series of unsettling messages, my mind began racing and I began thinking about fairness.
A lesson we were taught in umpire school was to pause before we made any call: whether it was a ball or a strike, or whether the runner reached first base before the ball or not.
I was thinking more about ways leaders can make employees’ work more enjoyable and recalled how some managers are reluctant to delegate.
When I compared apples to apples, Gallup engagement studies showed a 4% improvement between 2017 and 2019.
To protect our brains, we’re prone to choose cognitively easier tasks until the brain can restore the proper balance.
Leadership is hard. If you’re a new manager, you want to be accepted by your team. However, with leadership comes conflict, and you’ve signed on for the good, and the bad.
“The boss factor: Making the world a better place through workplace relationships.”
“Research has found roughly 87 percent of employees want to ‘be developed’ in their job, but only a third report actually receiving the feedback they need to engage and improve.”
Too often, some managers view humility in leadership as a sign of weakness. Oddly, I’ve found that employees have the exact opposite view.
Conversely, those who seemed worried about themselves created an environment filled with insecurity and CYA; a need for everyone to cover your a – -.
You have a choice: You can fix these spots faster by yourself, or, you can coach your children to get better at painting; you’ll also help them with some of the fixes so they don’t get discouraged.
I’ve been thinking more about #persuasion, specifically in terms of marketing; I’m curious about what other #smallbusinessowners and doing and looking for your feedback.
When you’re not listening, you limit points of view; you’re not taking advantage of the experience, backgrounds, and diversity your team members have to offer.
It takes humility to admit a weakness, but now you’re now more likely to own up to any mistakes and accept responsibility.
The questions that followed reinforced my perception that many people are unclear on this leadership philosophy or they doubt its effectiveness.
You could pay better salaries, but what’s most important is how you treat people; hire mercenaries or learn to inspire zealots for your cause.
Let’s face it, we prefer to spend our time with people who think like us. This is how we choose our friends, our clubs, etc; — why not our employers?
Others think in terms of career and suggest goals, long-range plans, experience, job requirements, education, skill set, salary, and other factors.
“One study found that just 32% of buyers view sales as a “trustworthy profession,” while another study says only a paltry 3% consider salespeople to be trustworthy.”
That first step is critical to capturing contact information and getting started building a prospective customer relationship.
“the average person sees between 4,000 and 10,000 Ads in a single day,” but only “notices” less than a hundred.
Behavioral psychologist Susan Weinschenk states that up to 90% of our decision-making comes from our unconscious, or subconscious, mind.
They are motivated to prove that you can trust them, and you now have more time to address “bigger” issues.
There is a structural, brain-based reason for this: according to neuroscientist David Eagleman, we get a dopamine hit when we acquire new information.
Unfortunately, for most of us, there is a gap between what we know, and what we actually do. In my view, this is challenge both individuals and businesses experience.
“Our brains never lose the capacity for #change,…It’s easier when we’re young, … As we age, it takes more energy… but the neuroplasticity is still there.”
As they proceed through practice, they seem most intent on completing their agenda than making sure each task is performed properly.
I’ve found that when a coach focuses too much on winning, their humanness can take over to the detriment of their weaker players, and therefore, the team.
I’ve been thinking about whether internal requests are more successful, when we ask ourselves to change?
To conserve energy, our subconscious mind looks for patterns and creates habits, and resists things that are new.
I believe that each of us has found ourselves debating a topic with a close friend where one or both of you lay out your facts to “prove” your side of the argument.
Each of us has a tendency to focus on and remember information that supports our beliefs; confirmation bias.
I was listening to Oren Klaff’s book, Flip the Script, where he makes the point that the very first thing you must do in sales is to achieve status alignment, that is, connect with things you have in common.
Stories seem to be the only type of verbal communication that creates this “coupling,” where both the speakers’ brains and the listeners’ brains are in sync.
Instead of just spraying the customer with a list of benefits and features, focus on one thing — most importantly something that will substantially improve the customer’s quality of life.”