Leadership today

Wow isn’t it an interesting time for leaders of today.  We are facing some challenging days and months ahead of us, let’s face it we are dealing with some serious uncharted waters. 

Covid-19 is creating an environment that as leaders, we have never had to face before and neither have the leaders before them.  

It’s a crazy time with no history to draw on, but an opportunity as a leader to make history for future leaders. Let’s face its rather cool and scary all at once, right? 

The problem with making leadership history is that there is a big fat spotlight on all leaders because there is nowhere to hide in the face of adversity.

Authentic leadership will emerge or not depending on how we act and respond in the face of fear! 

Our people will turn to us for guidance, protection and encouragement as they are facing the same fears we are.

Long after the virus has gone when the pandemic no longer exists, our people will remember how they felt and the part we played in that. 

Our people will remember that even when we didn’t have the answers, it didn’t matter because we responded in a way that made them feel safe, that we didn’t  react from a place of defensiveness because we didn’t have the answers 

They will remember that we listened and we approached all conversations with empathy, compassion and patience even when we were stressed and busy that we made time for them and were a reassuring ear.

People will quickly forget the virus or the processes, and the detail plans and actions that were needed what they will remember is how they felt during this time, how we made them feel.

Our people are watching and anticipating every move we make, every reaction, every inaction, how we emotionally respond, how we communicate they are turning to us for guidance whether we realise or not they are noticing everything we do and don’t do.

Our people are looking to us for answers, but often it’s not the answer to their question they need, they are searching for reassurance, people are not stupid they know we are navigating uncharted waters they know we don’t have all the answers.  

People just need to know it will be okay even it’s not okay right now! Our people

need us to stop and ask them are they alright and recognise when they are not.

They need to know we are ALL scared, that it’s okay to be afraid and support them with steps to reduce those fears!  

Okay I have to stop here as I can hear those leaders saying sacred? I am not scared!  What are you talking about? 

Sorry but I call BS on that, and I am going to say it unapologetically you are delusional.

Everyone has fear at some level, it may not be directly related to the virus and your health but indirectly how the virus will impact financial performance, knowing what to do next or what the economy will look like after the pandemic and the impact it’s having on business, what will happen if we go into recession? 

The problem with not acknowledging the fears is that unconsciously these fears are having a direct impact on how you are behaving and how your team is feeling. Bringing these fears into your consciousness gives you self awareness on how you are responding to your people! 

Now back to what I was saying as leaders, our people just need reassurance in times of uncertainty, and we do that by being confident and by being present even when we are feeling shit scared ourselves! 

Our people need to know that we will get through this because we will get through it together.  

It is in stressful times that people learn from their leader how to respond to challenges and how to behave when faced with things out of our control.  It is right now we are coaching our people how to be resilient through our resilience. 

It is right now as leaders that our people are looking to us so they can be resilient, free of panic and face the unknown with confidence.

The time to lead is now.

Practice Makes Permanent

You know a long time ago when I was a crew member for Burger King, on my very first shift I was taught to make a Bacon Deluxe burger without bacon. Subsequently I had to consciously remember the bacon for months to come. When I was given the privilege to train a new crew member I trained my very first trainee how to make a cheeseburger and forgot to tell them to put the cheese on the burger, it was hard to re-train the person and I don’t really know how many cheeseburgers became unexpected hamburgers. So what’s the point of all this? Well the thing is when we train, coach or develop a person it’s critical to give them the correct information, especially during their learning phases, it doesn’t matter whether it’s a child or an adult. You see their brains are open to new information, absorbing every bit of information they receive, storing it whether the information is right or wrong. They are like sponges taking in everything they are going to need to know to do well at school, or in the workplace. When we get it wrong it’s so much harder to rewire that learning. It’s even harder when the practice has made that skill permanent; you see the thing is practice makes permanent, no it’s not a typo there is no such thing as perfection, I will blog about that later. But back to my point practice makes permanent, let’s think about that for a minute…. the more we practice something, the better we get at it right? The better we get at it, the more permanent it becomes, we become what’s known as unconsciously competent. Which is great if we are doing the activity or process correctly. BUT, on the flip side when we don’t do an activity or process correctly, it too is permanent. Now, why is this important? Well in everyday life we are constantly being taught things or we are teaching things to other people, including our kids. As business owners, coaches, mentors, business leaders, teachers and parents we have the responsibility to have the correct knowledge to pass on to people we are teaching. We cannot guess it; we cannot fake it until we make it, we cannot make it up as we go, we have a duty and responsibility whether we like it and whether we know how to teach people with accurate information. In my opinion, if you don’t know you simply don’t have the right to teach others. The only right you have is to go out and learn it once you have learned and understood it, then you have the right to teach. You don’t see the nurse training the surgical intern to perform surgery or the plumber teaching the electrical apprentice how to wire a switch. There is a reason for this. Yep, they do not know. So they do not have the right to teach others. So why in business do we see so many people teaching people things they don’t have the experience to teach? Why are there so-called digital marketing specialists out there teaching digital marketing when they were a sales assistants, or a business coach coaching how to successfully run a business but have never run someone else’s business or their own business, or parents teaching their kids maths when they performed poorly in maths themselves. I guess people assume there is no harm, it’s not life or death and I guess it’s not! But it’s unfair on the clients, the staff or children when we get it wrong. Because the thing is whether the information taught is correct or incorrect the repetition of it creates permanency, which is great if it’s correct but much harder to relearn if it’s wrong. So next time you sit down to teach someone something be sure you are the right person because I am sure you want to be taught by people with the correct knowledge.

Why Do I get Triggered So Easily

Okay, so I thought I best blog about emotional triggers as I have some really cool blogs I am going to post in the coming weeks I think will be great for all my followers.

BUT, a while ago I posted a post on social media that got a little backlash. You see someone read into the post and assumed it was about their business.

The funny thing was it had nothing to do with them, it was about a business I had coached a few years prior and had come across my notes and thought it would benefit my followers.

The thing is, if something I am writing is triggering an emotion in you, you need to remember my blogs are not specifically about you unless of course, you make it about you.

What I mean by this is, if when you read my blogs, and you think I am writing specifically about you, your business or your experiences.

Please realise that this is because your unconscious mind is filtering the information you need at that very moment (more on this later) and it’s causing a reflection on what’s going on in your life.

It’s this reflection that triggers an emotional response, usually one of the primary 5 key negative emotions; anger, sadness, fear, guilt and hurt.

These emotional triggers usually occur because of your internal representations or any conscious or unconscious beliefs you may have. Even the beliefs you have about yourself and situations.

All of this is okay, in fact, if my blogs trigger an emotion, it’s a good thing, and I would love you to embrace this.

Now I know this sounds a little cookoo but that’s because reflections like these represent something you need to deal with on an emotional level, it will provide you an opportunity to look introspectively at yourself, discover the beliefs and values which cause these triggers and deal with any unresolved issues.

So if you are triggered stop, reflect and discover why, because if you interrupt that one of my blogs was intentionality written about you, this is purely your unconscious mind asking you to deal with something.

If you are uncertain how to do this be sure to reach out and we can book in a session so I can assist you.

Until next time,

Modelling Behaviours – Role Models


When I was growing up, I had many many people I aspired to be like.  People who I was modelling behaviours from.  This did not change as I moved into my career. There were many company leaders, line managers, colleagues I wanted to be more like.

These people behaved in ways I admired.  They interacted with others in such a way that their teams and people close to them looked up to them. They were always willing to share their knowledge and had time for the people around them. . . . .

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