Focusing on problems keeps people stuck in problems. By focusing on what’s possible, though, you and your team can start seeing possibilities.
Your subconscious notices, knows, and remembers a frustrating amount more than your conscious mind will ever allow you to “know.
Employees rarely exceed what they believe is possible for themselves to achieve, and what you believe is possible becomes their possibility ceiling.
Employees are accountable for “the how,” and leaders are accountable for empowering employees to discover it themselves.
Effort isn’t inherently stressful. How confident, clear, and optimistic we feel during the effort determines our experience.
Consistent and quality engagement is our best bet for getting consistent and quality results from our team, strengthening proactive accountability.
Be it related to behaviors, changes, outcomes, or goals, success is inevitable when Revisiting is unavoidable.
Fool me once, shame on you. Fool me twice, shame on me.” The creature brain must have been holding the pen when that old maxim was written.
No one is hungry for punishment, especially when punishment is equated with publicly declared failure and incompetence.
Most leaders “expect” employees to perform very well but may not genuinely believe that their employees can or will meet expectations.
Many leaders’ directives are too vaguely phrased for employees to achieve results efficiently and effectively.
In short, confident workers access greater capability, producing more competent results that meet expectations more often.
Goals that are vague, half-remembered, or misconstrued provide negligible neurochemical incentive and reward.
We are more incentivized to invest effort and engage in required action when we understand the impact of our efforts.
We are inspired by those who see us as more capable or who help us believe we can be more than we are.
There was thought put into creating the values, and so too should there be thought on how to practically demonstrate them.
The adage “seeing is believing” in this case is actually backward. More accurately, we see what we already believe.
Perceived capability is expressing genuine belief in another’s abilities in a way that raises their perception of what’s possible.
When we are confident we can meet expectations, more challenging expectations produce more reward and incentive.
Your goal as a leader should be to increase the experience of positive neurochemicals and decrease the experience of triggering negative ones.
Your ability to initiate conversations instead of confrontations determines the engagement and accountability that follow.
