Do you have what it takes?

I would say yes. Without even knowing anything about it – or you!

So why would I so boldly say that you have what it takes?

Well, I say it because I believe very strongly that whenever we REALLY decide to do something, we find a way, we get there, we do it, we don’t give up. I’ve seen it numerous times with others as well as myself – and I’m sure you have too.

If it’s not important enough, we give up, we find excuses for not doing it, we get distracted by other things.

So if it’s important enough for you, you will find a way – you will have what it takes.

So to have what it takes, take the time to do the following:

  • Think about what you want – or even more importantly what you choose (oh, there’s a big difference between what we WANT and what we CHOOSE – just taste the two words and feel the power of making a CHOICE)
  • Set up your goal, and plan for how to get there
  • Choose your mindset. Believe that you can achieve it. Choose the thoughts you want to think to be in the mindset that will take you there. (eg. I can do this. I choose to achieve this goal. All results take me a step further)
  • Just do it! Even if it’s not perfect, move your plan into action, try things out.
  • Value the results you get. Remember that it took Edison thousands of attempts before he finally invented the lightbulb – and he valued every single “failure” as an important stepping stone for what to try or not try next. Imagine if he had given up? We had all been in the dark (sorry, couldn’t resist that one:-))
  • Keep trying, keep adjusting. If it’s not working, try something new.

You’ve got what it takes.

The only question is this: What is it that you choose to go for?

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Another great TED talk, this time on “Everyday Leadership” by Drew Dudley.

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Interesting talk on leadership by Simon Sinek

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Enough is enough!

It’s time for a rethink! Now! 

Rational competence and rational solutions are hailed in most organizations. 

Yeah, so what? you may think. And you would be right; it may not be a bad thing in and of itself, but the social aspect of the work place; how well people understand each other, how people communicate and work together is even more important! And for too long this has been ignored by many companies and institutions. There are probably rational reasons for this, such as believing that it’s not important or that it’s hard to impact or control. 

BUT it cannot be swept under the carpet! Organizations that which to achieve the best possible results ignore this at their own risk. 

Recent brain research shows that social contact is a bigger motivation factor that money or even physcial needs (read more in Why Organizations Fail by David Rock). And this is of course not a new human phenomenon, it’s as old as the human race – but most organizational systems are structured in such a way that it doesn’t factor in these very human needs enough. Even though the systems, the infrastructure are created by people! It is as if we thing that business is something purely rational….

Personally I’ve lost count of how many people I have met over the years whom expressed that they are expected to be rational at work, and nothing else. And at least as many who have shared their frustration with not feeling understood by others at work…..

With this in mind it is not so strange then that so many change initiatives fail (70%!).   Rational thinking doesn’t work when the emtions are engaged through fear and concern during change. And if most of the change communication focus on the rational reasons for change (“surely people must understand that….”) then it’s probably not so strange the people resists change which makes the process slow and unwieldy and the chance of success is minimised. 

Organisations that want to succeed now and maybe even more importantly in the long run, need to consider these very human aspects of business much more than they do today. 

  • Hire/develop leaders with both rational and social competence 
  • Develop/train employees in communication, self awareness and self leadership, empathy and co-operation 
  • And use the infrastructure/organizational systems as a way to work effectively together, not just as a rational system 

What do you think? It’s time for a rethink, isn’t it! Elisabet Vinberg Hearn, MBA Leadership & Sustainability

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