I have learned that getting people to buy into a vision takes far more than creating a vision statement or talking about it in town halls. The visible work of writing a vision is the easy part. The real challenge is consistently sending signals that convince people the vision is real. I've found that four specific actions dramatically increase people's commitment to a shared future.

First, I make the vision tangible by defining what success actually looks like in practical, everyday terms. Abstract slogans don't inspire action, but clear descriptions of the future do. Second, I help people see themselves in that future through meaningful one-on-one conversations. When people personally identify with the vision, it stops being my vision and becomes their own.

Third, I believe leaders must put their money where their mouth is by backing up their words with trust, authority, and meaningful action. If we expect people to take ownership, we must be willing to give them the authority to make decisions and demonstrate our confidence in them. Finally, I look for highly visible actions that reinforce the culture we want to create. The smallest symbolic changes often send the strongest messages about what we truly value.

In my experience, people don't buy into a vision because they hear it repeatedly. They buy into it because they can clearly picture it, see themselves contributing to it, experience leaders making sacrifices for it, and observe visible evidence that the organization is serious about creating that future.

Key Points

1. Creating and communicating a vision statement is necessary but not sufficient.

2. Make the vision concrete by describing what success actually looks and feels like.

3. Help people see themselves personally succeeding in the envisioned future.

4. One-on-one conversations are often more powerful than large town halls for creating buy-in.

5. Leaders build credibility by backing up their words with meaningful actions.

6. Trust grows when leaders give people the authority to make decisions instead of simply talking about empowerment.

7. Symbolic actions can reinforce cultural values more effectively than speeches.

8. Organizational signals speak louder than posters, slogans, or mission statements.

9. Visions become real when employees take personal ownership of making them happen.

Quotes

• "The hard stuff is easy. The soft stuff is hard."

• "People don't buy into an abstract vision. They buy into a future they can see themselves creating."

• "Put your ‘money’ where your mouth is."

• "Take visible steps that send a message to the organization about the future you're committed to creating."

• "A vision becomes real when people stop seeing it as the leader's idea and start making it their own."

• Transcript

  Are you struggling to get people to buy into the vision that you have for your organization? If that's you, stay tuned because I'm going to share with you four very specific steps that you can take that will give you an immediate boost in getting everybody aligned behind the same vision and moving forward. The mistake that most leaders make is that once they create a vision statement and they put it on the wall and they put it on the website and they have a town hall and they talk about it from time to time, they think that about 80% of the work is done. But while that stuff is necessary, it is not sufficient. It is of course important to declare a vision and paint a picture of that future. But when it comes to leadership and cultural transformation,

  The hard stuff is easy. The soft stuff is hard. Some of those things that are tangible, you know, make a vision, make posters, put them on the wall and all that, that stuff is easy. What makes or breaks your progress is the signals that you send to the organization. I once led an organization that was not doing so well. And I came up with this idea that we are going to be the showcase of excellence. And what that meant to me was that we were going to be the best of the best and we're going to deliver the best results. For weeks and possibly, I hate to admit, for months, I was excited about this vision. I was going around and telling people, yeah, we're going to be showcase of excellence.

  The look in their eyes was not very convincing, right? So they were looking at me like I had two heads. And of course, for some time I was thinking, well, these people must not have had a visionary leader. But that was not the problem. The problem was that this vision only existed in my head and nobody else knew what it meant. It was only when we sat down with a small group of people leaders within the plant and we dissected this idea and we began to define what that really looks like. What does it look like to be the showcase of excellence? That we're delivering these kinds of results, that people are coming to our plant because we're the benchmark, they're learning from us, that our people become the sort of the go-to experts that other people seek out for coaching and support. That is when

  it started to take shape as something real for people. So I remember very clearly the day that vision went from being an idea in my head to something that a few other people got excited about. We listed about 13 different descriptors of what the Showcase of Excellence actually meant. And then we began to go through a similar exercise with other people to help them understand what this idea was all about and wrap their mind around it. So what I would say is if you want your vision to come to life, make sure that it is expressed in terms that people can relate to, not some abstract idea, but explained in a way that people can relate to and connect to their everyday lives.

  Another way you can influence people to buy into the vision of the future is to have them see themselves in that future. It's not only enough to tell people or try to push them in that direction, but have them see themselves in that future so that they internally are driven to make it a reality. This generally does not happen in town hall meetings. but in one-on-one conversations or in small group conversations where the realization sets in and the light bulb goes off for somebody. I remember such a moment that I had with Shane. He was working in the plant. He was running the wrapper. And one day I was walking around and as usual, I saw a whole bunch of tools and materials and other things on the wrapper. So

  As always, I went up to Shane and brought that to his attention. And of course, he started cleaning up and I was helping him. And then I stopped and I asked Shane, I said, Shane, I want you to think about this showcase of excellence that we're talking about here. Imagine, I want you to imagine that it's a year from now and we've been identified as the plant of the year in Atlanta. And the mayor is going to give us an award. So there's this banquet, this award ceremony, and they've asked us to nominate one person to accept this award on our behalf. Shane's like, okay, well, sounds good. I said, well, Shane, imagine that you are the person that I nominate. Now, imagine this. You're in your tuxedo, you're up on stage, and you're

  You look out there, you see all of us, employees and our families, we're so proud and you're going to accept this award. By now, Shane had a smile on his face and he was like, yeah, that sounds really good. I said, imagine that the mayor has asked us to bring a picture that he's going to put up on the screen while you accept this award. Shane, what do you think if we just took a picture of your wrapper right now? and put it up there. And as you can imagine, Shane's like, oh, come on Amir, now that wouldn't look good. No, why not? Well, you know, it's not supposed to have all of this stuff on it. I said, yeah, that's right. That's not a good representation of who we are as the Showcase of Excellence, is it? For some reason in that moment, it clicked for Shane. That was unacceptable. Now, even though Shane only worked on one of our three shifts,

  He took it upon himself to get together with the other two people on the other shifts. And I never saw another piece of material or tool or any kind of debris on that wrapper. That was the defining moment when he owned it, not only for himself, but he made it his business to get everybody else to buy into it. and he got us a little bit closer to our vision. So get people to see themselves in that future and be hooked on it. Another way to influence people to buy into the vision of the future is to put your money where your mouth is. It's easy to describe a certain vision and tell people that they should do this or they should do that. But if they don't see you making any sacrifices or any big moves that show that you are really committed, then most likely they're not going to be bought in. One aspect of our vision when we wanted to become the Showcase of Excellence was that we were going to distribute the authority to make decisions across the plant.

  And this meant that some people who in the past had to go to the plant manager to get permission for certain things would now make their own decisions. The problem was that we had a certain structure in place that did not necessarily give people the authority, for instance, to purchase more than a certain dollar amount worth of material for even the most basic things in their area. So I remember very clearly Jackie, who had been working in the plant for over 30 years and he was an absolute expert on our utilities, but he could only sign for $200 worth of materials. Most of the things that Jackie did took a lot more money than that. So every time he wanted to buy something, he would come to me

  And he would explain to me why he needed the part and I would have to sign it. And then he'd go off and do what he needed to do. I told Jackie that I was going to give him the authority to sign for up to $5,000. I couldn't make that change as far as the corporate was concerned. I was going to accept responsibility for that. But I said to Jackie, if it's less than $5,000 worth of materials, all you have to do is tell me to sign it and I'll sign it because I trust your judgment. It took us several weeks to get to that point. Jackie would come to me and he'd be like, yeah, Amir, we need this part. I said, stop, Jackie, would you buy this part? And he'd say, yes. I said, okay, you don't need to tell me anything else. And I would sign it and give it to him. And occasionally I would say, well, okay, if there's something else you wanna tell me, that's okay.

  But as far as the signature is concerned, all you have to do is tell me to sign it. After a few weeks, Jackie would walk around the plant with his head up high, really proud, knowing that he was trusted with the resources that we expected him to work with. I will never forget the day that I left that assignment. Jackie came up to me. with tears in his eyes, and he told me that nobody had ever trusted him with so much and gave him so much authority to do what he needed to do. So give people authority to do what they are responsible for. Put your money where your mouth is. Take some risk, calculated risk, but take some risk with their development and their ability to do what they need to do. Another thing I suggest that you do is take some big steps that show people you are really serious about creating the vision that you keep talking about. Take some visible steps that will get people's attention. I remember telling everybody that we want to make sure that everyone

  regardless of whether you are hourly or salary or a manager or technician or whatnot, that we want to treat everyone as an employee who is truly valuable. I realized a few months into our journey that there was something that I had missed. The plant had two entrances. One was a very nice, beautiful entrance that was recently remodeled, nice carpet, plants, security guard that would smile and greet you. And that one was only for visitors and the managers, the salaried people. Everyone else, contractors, people who worked on the floor, came in through this dark, dingy little entrance that we had in the back. And it all of a sudden dawned on me that we are treating people like second-class citizens while we're saying we're all valued. So the step that I took there was I said, okay, I understand that we need to have that other entrance for contractors if they're bringing in their tools or material and things like that.

  but as far as the employees are concerned, we are all going to come through this front entrance. I had quite a bit of resistance to that because some people were like, oh, you know, these people work on the floor, you know, their shoes might be dirty and all of that. This thought process was appalling to me because we were already assuming that these people perhaps live in a pigsty. When they get home, you know, they drag all their greasy, shoes all over the floor and all this kind of stuff, which I knew was not the case. We were already making an assumption about people that perhaps permeated everything else we were doing. So I resisted that and I fought and pushed back on that thought process. And it turned out to be a huge step in the right direction for us because the moment we made that change, it got everybody's attention for years and years.

  The people who worked on the floor were coming in through the dark and dingy little entrance, and now we were all coming through the main entrance. So take some steps that are visible that send a message to the organization about that future that you're committed to creating. I have written about this topic extensively, and we hold workshops that go into a lot of detail about every step of the process from start to finish, how you actually create a vision and how you share it and all of this. But if you take these four steps that I've talked about in this video, I believe that you're going to see an immediate impact in your ability to get everybody aligned behind the vision that you have for your organization.

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When I facilitate a workshop or deliver a keynote, my goal is never to simply motivate people for a few hours. Inspiration is valuable, but by itself it fades quickly. What I'm really after is a sequence of outcomes that begins with a transformative realization, leads to immediate action, produces lasting behavior change, and ultimately delivers measurable business and personal results. That's how I define a truly successful leadership development experience.

I believe participants play just as important a role as the facilitator. The people who get the greatest value from a workshop arrive with a clear purpose, remain coachable, and listen for wisdom rather than simply collecting information. Once they experience a meaningful insight, they need to act on it immediately. Transformative realizations have an expiration date, and unless they are put into practice, they become just another good idea that never changes anything.

Sustaining change requires more than motivation. I encourage participants to embrace setbacks as part of the learning process, build systems of accountability instead of relying solely on willpower, and celebrate the behavior changes they see along the way. Progress becomes sustainable when new habits are reinforced through commitment, reflection, and consistent action.

Leaders and event organizers also have a critical responsibility after the workshop ends. They should keep the conversations alive by reinforcing key concepts, checking in with participants, encouraging continued learning, and connecting workshop insights to real workplace challenges. The true measure of a successful workshop is not how people feel when they leave the room. It is how differently they think, behave, and perform weeks and months later.

Key Points

1. A successful workshop produces lasting transformation, not just temporary motivation.

2. The four desired outcomes of any successful workshop or development program are:

   • New personal realizations

   • Immediate action

   • Sustainable behavior change

   • Improved long-term results

3. Participants should enter every workshop with a clear personal purpose.

4. Being coachable means being willing to try new ideas, not necessarily agreeing with everything.

5. Listen for wisdom that applies personally rather than simply collecting information.

6. Transformative realizations have an expiration date unless acted upon immediately.

7. Renewing commitment to a purpose greater than yourself increases motivation and follow-through.

8. Publicly declaring intentions and creating accountability accelerate lasting change.

9. Sustainable behavior change requires systems, accountability, and embracing failure as part of learning.

10. Leaders should reinforce workshop concepts through follow-up conversations, continued learning, and practical application in everyday work.

Quotes

• "Transformative realizations have an expiration date."

• "A successful workshop isn't measured by motivation. It's measured by lasting behavior change and results."

• "Knowing something doesn't change your life. Acting on it does."

• "Don't wait for motivation. Take action first, and motivation will often follow."

• "The true value of a workshop is determined long after the event is over."

• Transcript

  Have you ever been to a company event that knocked your socks off, a workshop, a leadership development event, or something like that? Now, have you ever been to one that was a complete waste of time? Believe me, as a participant, I have gone through both experiences. That is why I am so committed that when I hold a workshop or when I give a talk, that people get a lot more than they expected to get. In this video, I'm going to share with you some things that the participants and event organizers can do to get the most out of those types of events. It takes a lot of investment of time and money to pull something like that together, to bring everybody together, hire a speaker or have a facilitator. What you wanna do is you don't wanna just have a motivational experience. You wanna go way beyond that. And I'm gonna share with you the outcomes that I am after when I do one of those sessions and some of the things that you can do as a participant or an organizer to make sure

  way beyond the event itself, you maximize outcomes that you get. I recently came back from an event with a client that I really enjoyed working with. So we had a one day workshop and it was a great experience. I knew it was really good when we took our first break about two hours into our one day session. And the leader was talking to me. went up to him to say, okay, so how's this going for you? And he told me that one of the participants told him that if we just stopped right now and did nothing else, that they felt that they got enough value out of the workshop to make it worthwhile. So I was really happy to see the testimonials that I got after the workshop. And most people quite honestly would declare victory. They say, okay, that's a successful workshop.

  And yes, it's really great news when you actually hear that the conversation moved people and it gave them something to work with and they were really happy. But that's only the first step in the series of outcomes that I personally look for. When I give a talk, what I am really looking for is four things. One, I want the participants to see something in the workshop for themselves that they couldn't see before that would make it visible to them what is possible, who they are, what they're capable of, something that would energize them. The second thing I'm looking for is that immediately after the workshop, the participants are energized to get in action. Transformative realizations have an expiration date. when you have a realization, you ought to get in action. Even if it's just a couple of baby steps, because if you don't, then you put that realization and that knowledge in the pile of things that you have known, but have not done you any good, right? And if somebody suggests that you take a particular action, according to that knowledge later on, you say, oh yeah, I know. But knowing things doesn't really help you. Once you get in action,

  then you begin to see the benefits. The third thing that I'm looking for is that in a couple of weeks that they are able to see the behavior changes that have taken place in themselves. And I want them to be able to point to some behaviors that have shifted from before the workshop to after the workshop. In this situation, I used to act this way, and now I see myself behaving this way. And the final thing I'm after is that in a couple of months, they ought to be able to point to some results that have actually shifted. So realizations that have resulted into actions that have actually culminated in some different behaviors, which produce different results. Now, let's face it, no matter how amazing a facilitator or a trainer or speaker is, and no matter how transformative their content is, the final ingredient that really creates something extraordinary is the participant and the attitude that they bring in. So this is why I always ask ahead of time what people are actually experiencing.

  committed to getting out of the session. I have my objectives based on the extensive pre-work that I do with clients. I know what I would like to accomplish, but what's most important is what are you, the participant, who want to get out of the session that would make this an extraordinary experience? That process in itself does wonders for people because rather than sitting in the session and just saying like, happened to me, if you go into the session clear that, look, I am here to learn this, or I am here to experience that, then you will look for the insights to actually make sure you walk out of there with that outcome. Whether you volunteered to be there or you were voluntold, you're going to spend a few hours of your life in that session. So have a purpose.

  The second thing is be coachable. Coachable doesn't mean that you agree with everything. Coachable means that you're willing to try it on. And the third part of this is to listen with the intent to gain wisdom, as opposed to just picking up information, but not connecting it to yourself. Listen with the intent to attain wisdom about yourself and your situation. To develop motivation and energy to get in action, there are again three suggestions that I have for you. Number one, get in action on your new insight immediately. As I mentioned earlier, I mentioned this again because oftentimes we wait for motivation to do something, but many times it works the other way around. You got to get in action, take a few baby steps, and then

  generate motivation. So don't wait for motivation. Begin to act on what you picked up in the workshop. Number two, renew your commitment to a cause greater than you. Look, when you are committed to something bigger than yourself, you are more likely to get in action. It's a natural thing. When the only thing at stake is something that has to do with you, you're less likely to find the motivation to act. For instance, if you're going to go work out early in the morning, isn't it true that if you're doing that by yourself, you're more likely to skip a day here and there versus if you had a partner and you didn't want to let them down. So renew your commitment to something bigger than yourself.

  And finally, to develop the motivation to get in action, declare your intentions to other people. Don't keep it a secret. If you got something out of the conversation and you're committing to changing your behavior, let other people know. Let them know what your intentions are and ask them to keep you in check. Let me know, please, if I behave differently because my intention is to act on the things that I learned in this workshop. That keeps you in action and it gives you the motivation to keep going. Now, to turn those actions into sustainable behavior shifts over time, there are also three suggestions that I have for you. Number one, embrace failure. Just know that if you have behaved a certain way for a long time and now all of a sudden you have a different point of view and different perspective and you intend to behave a different way, sometimes you might fall into your automatic patterns and that's okay as long as you recognize it and you change course. Because if you use your first failure as an excuse

  to get off track and say something like, yeah, that stuff sounded good in the workshop, but it doesn't work, then essentially you have given up on those actions turning into sustainable behavior shifts. Number two, don't rely on discipline alone to keep you on track. Put a system in place, put a process in place, renew your commitment to a worthy cause. If you lose sight of your commitment and try to still maintain your discipline to do something that you don't see any point in, that's not going to work and it's not going to be sustainable. Finally, take the time to acknowledge your behavior shifts. Talk to some of those people who are your accountability partners, the ones who you ask to keep you on track. Check with them to see if they're noticing something. If you are noticing something in yourself in terms of those behavior changes, take the time to celebrate and acknowledge those. I also have some suggestions for leaders and organizers of leadership development events.

  Because it's important when an event goes well that you strike while the iron is hot, if you will. Because it's one thing to be motivated coming out of a session, but if that motivation is not connected to reality, then it dissipates in the face of everyday challenges. And this is why we've got to integrate what we got out of the workshop into our daily lives. So here are some of the things that you can do as event organizers or leaders, or even if you are one of the participants, you could take these actions to perpetuate the message and the value that you got out of the workshop. Number one, listen for the distinctions that are presented in the workshop. There are a large number of

  distinctions that I present. I talk about being on the court and playing the game as opposed to being in the stands and talking about the game. This usually sticks with people. We talk about being 100% committed as opposed to having a conditional and partial commitment. I have a saying that says, I am the one and it's not about me. And all of those things, when we come out of a workshop, I hear people talking about it. And what's important is that you, continue to listen for those particular distinctions that have stuck for people and bring those into conversations and make sure that you continue to perpetuate that kind of language. The next thing I suggest is that you have as many one-on-one conversations as you possibly can with the participants. These don't have to be 45 minute one-on-ones, but just a five minute check-in. Hey, what did you get out of the workshop? This is what I got. This is what resonated with me. What do you think about ways in which you can apply some of the things that you got? The other thing you can do is dig into the material

  that is in line with the work that was done in the workshop. In my case, most of our clients end up conducting a book study with the transformative leader. And so there is a great deal of overlap between what's in the book and what I present in my workshop. So that keeps the conversation alive. You also may looking to blog posts or articles that are written by your speaker. In my case, the ganotgroup.com slash blog has like 500 articles that could also be used to generate conversations in small groups that will keep that conversation alive. Another way that you can make sure that you connect people's reality to what was presented in the workshop is to talk about what challenges they are dealing with. In addition to starting with some of the concepts that were presented, you actually start talking to them about what they've got going on and work back from there and connect some of the challenges that they're dealing with to some of the concepts that were presented. There are a number of things that you can do within your organization to make sure

  that you continue to get the most out of sessions. And as we have our events with our clients, what I do is I have a debrief with them where I share some of these standard items, but also based on my observations and based on the conversations that I've had, I formulate a number of actions that they can take to make sure that they maximize their benefits from the workshop. I hope that you've gotten something out of this video that you can act on immediately. And I would encourage you, if that's the case, to begin taking action on it as soon as possible. And if you want to get in touch with me to get clarity on any of the points that have been made or learn more about the services that we offer, please feel free to schedule a discovery call and we'll have a chat.

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Most organizations struggle not because they lack leaders. They struggle because too many people in leadership roles were never prepared to lead. Often, this is the number one reason organizations ask for my guidance. The common practice is for high-performing technical experts to be promoted into leadership positions without being equipped with the mindset, skills, and habits required to actually be leaders. The result is predictable. They become bottlenecks, micromanage their teams, and spend most of their time doing instead of leading.

In my experience, solving this problem requires much more than just some leadership training after someone is promoted. Leadership development should begin early and continue throughout a person's career. Every employee should learn to lead themselves first, then progressively develop the capabilities needed to lead others. While tools and techniques are important, they are never enough on their own. The mindset of a Transformative Leader is what determines whether those tools create growth or simply reinforce counterproductive behaviors.

One of the biggest mindset shifts is recognizing that a leader's job is not simply to deliver results. A leader's primary responsibility is to grow leaders while also achieving results. That means assuming positive intent, earning commitment rather than demanding it, and creating an environment where people willingly contribute their best rather than merely complying with instructions. Organizations must also reward people for performance but promote them based on their leadership potential, helping prevent the Peter Principle from limiting organizational growth.

Ultimately, leadership development must become part of everyday work, not an occasional training event. Organizations need promotion practices, reward systems, and experienced leaders that intentionally focus on developing leadership capability at all levels. When leadership development becomes part of the culture, organizations create leaders who not only deliver outstanding results but also multiply leadership capacity throughout the business.

Key Points

1. The biggest reason organizations seek leadership consulting is that too many leaders have never been taught how to lead.

2. High-performing technical experts are often promoted into leadership roles without adequate preparation.

3. Leadership is a skill unto itself, one that can be learned, practiced, and improved upon independently of other capabilities.

4. New leaders frequently become bottlenecks by micromanaging and trying to do everything themselves.

5. Leadership development should begin long before someone receives a leadership title.

6. Tools and skills are necessary, but mindset is what determines leadership effectiveness.

7. Transformative Leaders focus on developing people, not simply completing tasks.

8. Leaders earn commitment through trust, purpose, and intrinsic motivation, not through authority or compensation alone.

9. Organizations should reward performance but promote based on leadership potential.

10. Leadership development should be embedded into everyday work, not limited to classroom training.

Quotes

• "Your job as a leader is not just to get the job done. It's to grow leaders while getting the job done."

• "Reward people for their performance, but promote them based on their potential."

• "Tools and skills matter, but without the right mindset, they will never produce Transformative Leadership."

• "People owe leaders compliance. Commitment has to be earned."

• "Leadership development isn't an event. It has to become part of the everyday work of the organization."

• Transcript

  Of the top three reasons that our clients bring us in to support them, the top one, the biggest one, the main reason is that they have people in leadership roles that are just not equipped to lead. This happens in businesses that have not done a good job of developing leaders. Technical experts get rewarded with additional responsibility And that additional responsibility sometimes includes leading others. And they just don't have the expertise to do that. What ends up happening is that these leaders who are in these roles end up becoming super doers because they feel like doing more of what has gotten them to that point is probably what is needed. And as a result, they become a bottleneck to the rest of the organization.

  They want to have their finger in every pie. They want to micromanage. They want to be involved in everything. They want to prove their worth by doing more of what has gotten them to that point. So what ends up happening in most organizations to some degree is that people end up getting promoted to the first level at which they're incompetent. So this is known as the Peter Principle. So somebody is doing a good job. We promote them to the next level. They're doing a good job. We promote them to the next level. They eventually get to a point where they are no longer competent relative to the requirements of that role. Now, as we engage with our clients, we go through a comprehensive assessment to understand what the situation is and how they've gotten there and what we need to do to remedy the situation. There's just so many different things that we work with them on.

  too many to list in this video right here. But suffice it to say that some of the remedies include the following. Number one, it's important to do leadership development early and throughout the person's career, regardless of whether they're on a technical track or leadership track. It is important for any contributor, any person, even though they're an individual contributor right now, to be prepared to at least be able to lead themselves. There are certain habits that they need to take on even though nobody else reports to them. And eventually, as they get close to leading others, there are other skills and tools and mindsets that we need to equip them with. One of the mistakes that businesses make is that even when they take on leadership development, they equip people with tools. And sometimes they might even go beyond that and give them the opportunity to practice with some of those tools and develop the skills. But tool sets and skill sets, while very important and necessary, are not sufficient for a person to be what I call a transformative leader.

  What is necessary is the mindset of a transformative leader. So you may know exactly what tool to use, what form to use to provide feedback. You may have gone through the process to do it a certain way, but if you don't have the mindset that says, look, providing this feedback is intended to help the person grow. It's not intended to punish them, for example, for something they didn't do right, you know, six months ago and things like that. You have to have the certain mindset to be able to apply the tools and the skills that you have picked up properly and effectively. So again, there are a number of distinctions that we work with leaders on relative to their mindset. Here are some examples of the mindset of leadership.

  Leaders need to understand that their job is not to just get the job done, but to grow leaders in the process. They need to subscribe to McGregor's Theory Y that essentially assumes positive intent and recognizes that people want to do well. They need to recognize that people do not owe them commitment. They owe them compliance. Essentially, as a leader, I need to recognize that You know, I pay people and they need to do their job. And yes, they owe me that. But if I really want their commitment, if I want their discretionary effort, I need to earn that. And usually that is done through intrinsic rewards, not extrinsic rewards like salary and benefits. So these are just a few of the things that are important to recognize. And again, there's a whole host of distinctions that we work through with leaders to make sure that they

  not only understand and know about these mindset shifts, but they get to practice them in the real world and develop themselves into the kind of leader who is not only just competent relative to the technical understanding of what's going on, but they also demonstrate a certain character that causes people to trust them and It helps them influence people and essentially develop more credibility throughout the organization as a leader. Now, one of the remedies that help organizations avoid the Peter principle, if you will, is something that I learned when I was working for Procter and Gamble. I learned that we should reward people based on their performance, but promote them based on their potential. Now, obviously there's a certain amount of performance that is needed in order to get promoted, but just because you're performing well, doesn't mean you have the potential to go to that next level. In fact, one of the things that we used to do was we asked the question, if we were promoting a person to the next level, or we were considering that promotion, we would ask the question, is this person capable of

  being successful at the next level above that one. One of the other causes of leaders not being developed that I have seen and the remedy for that really has to do with founders or first generation leaders or some of the experienced leaders who are in leadership roles, but they got there because of their technical skills, for example, and they're not equipped. They don't have the right skills. tools or skills or mindset to develop other leaders. In those situations, it's important for that person to recognize that they are being the bottleneck in developing additional leaders in the organization and get themselves out of the way. This doesn't necessarily mean that they cannot be involved, but they've got to give the reins to someone else within the organization who's got

  the mindset and the attitude or the expertise to lead the leadership development. Now, in some cases, it might be appropriate also to involve an external resource for a period of time to accelerate progress. But the reason that does not happen oftentimes is that the person in charge, the person at the top, does not recognize that they are indeed slowing things down. So I would encourage you to think about your organization. Are the leaders in your organization, are people in leadership roles equipped to lead? Do they have the right tools, skills, and most importantly, the mindset to lead? How have they gotten there? What are some of the policies? What are some of the procedures in your organization that has actually resulted in this situation being the case where leaders are not equipped perhaps. And what are some things you can do with your reward systems, with your promotion process, with most importantly, instilling this mindset in leaders that once they are in a leadership role, their job is not just to get the job done, but to grow as leaders and grow others. What are you doing when it comes to

  putting in some leadership development programs and not just programs in the form of training sessions and things like that. What are you doing to build leadership development into the everyday practices? I'd love to hear your answers. If you want to comment on this video or you want to send me a DM, I'd love to know what's going on. And if you have some ideas and you would like some guidance, reach out to me. This is something that I do for a living, but I also enjoy doing it. I enjoy engaging with people who have passion for developing other leaders. So I wish you the very best in growing leaders in your organization, and I look forward to hearing from you.

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Silo mentality is one of the most common and costly challenges organizations face. Departments frequently become focused on their own priorities, metrics, and success measures, often at the expense of collaboration and organizational performance. While team-building activities can help temporarily, lasting change requires addressing the underlying causes that create and reinforce silos in the first place.

Based on my decades of leadership experience and consulting work, I’ve come to understand that silo mentality never just disappears on its own. People naturally focus on what they are rewarded for, and when a scarcity mindset takes hold, departments begin competing rather than collaborating. The solution has to go beyond simply asking people to work together more effectively. Leaders must intentionally create the conditions that make collaboration the natural choice.

The first requirement is a clear, compelling, and unifying vision that everyone understands and can connect to their work. The second is a reward system that aligns departments around shared organizational success, rather than encouraging competing priorities. I illustrate this with an example from Thailand, where conflicting departmental metrics discouraged cooperation until leadership introduced gross margin as a shared measure of success. The third requirement is encouraging peer-to-peer collaboration across departments, rather than forcing all decisions and problem-solving up the chain of command.

When leaders establish a unifying vision, align incentives, and create an environment where peers can work directly together, organizations begin replacing scarcity thinking with partnership. The result is stronger collaboration, better decision-making, and significantly improved business outcomes, every single time.

Key Points

1. Silo mentality is one of the top challenges organizations seek help addressing.

2. Organizations do not naturally collaborate. Collaboration requires intentional leadership and ongoing effort.

3. Team-building alone is not enough to eliminate silos because it does not address the root causes.

4. A lack of a unifying vision causes departments to focus on their own priorities rather than organizational success.

5. Many organizations have vision statements but not truly shared visions that people can clearly articulate and align with.

6. Misaligned reward systems often encourage departmental competition rather than collaboration.

7. Shared performance measures can help departments work together toward common outcomes.

8. Leaders sometimes unintentionally discourage collaboration by requiring issues to be escalated rather than resolved among peers.

9. Most cross-functional conflicts are executional, not strategic, and can often be solved through direct communication between peers.

10. Common objectives align individual success with organizational success, reducing internal competition and increasing cooperation.

Quotes

• "I never saw an organization that just naturally collaborated. It takes effort and intentionality to bring people together."

• "If the top leadership team cannot clearly articulate the vision, the rest of the organization certainly isn't clear about it."

• "Collaboration among peers between departments is absolutely key to breaking down silos."

• "When doing what's right for me is also right for the company, collaboration stops being a struggle and starts becoming the natural choice."

• Transcript

  One of the top three problems that our clients engage us in helping them with is silo mentality. The organization is divided into departments and they are doing their own thing and not working together. They're not collaborating. I can relate to this from my 31 years in manufacturing and supply chain leadership. I never saw an organization that just naturally collaborated. It takes effort and intentionality to bring people together. Otherwise, what happens is people just basically do what their department is rewarded for and scarcity mentality sets in and people get divided into silos. So I've seen this in my own operations and I certainly have been exposed to it in the last 10 years or so as we have consulted with many organizations. Sometimes people feel like, okay, if we bring people together, do some team building exercises and sort of teach people or appeal to them to play nice and work together, this is gonna take care of things. Yes, it is part of the process to do team building and have people share different perspectives and so on and so forth. But in my experience, the effect is temporary unless you take a deeper look at what is actually causing the silo mentality and the scarcity mentality that causes people to not collaborate with one another. In order to systematically uproot silo mentality and have people collaborate, I believe you've got to be intentional in at least three areas and take the time and effort to address these three issues. The first is lack of a unifying vision. Now, if you don't have a vision if the team does not know where they're going and how they're getting there. Naturally, they're going to do what they need to do that makes them look good or at least not look bad. They're not bad people. They're doing their job, but they're not doing it in the context of a bigger vision, something that brings all the different departments together or all the different people together, if you will. And so what happens is that everybody is doing something that they think will contribute to the greater good, but whether it does or not is left to chance. Now, in my experience, when I go to an organization and they complain about silo mentality and people not collaborating, I know in the back of my mind that lack of a unifying vision could be contributing to it. So I always ask, If they have a vision, if they have actually defined the vision, shared the vision, are people clear about what it is and how they fit into it? And almost every time the answer is yes. Oh yeah, sure, we have one. I remember a few years ago, I was working with this organization and the top level leadership. answer was immediately, oh, yes, we have one. So I asked them, so what is that vision? And so they started kind of looking in their papers and on their phones and all that. It's right here somewhere, which immediately made it clear to me that they really don't have a vision. They may have developed a statement at some point. It may have been posted somewhere. But if the top leadership team could not say, in very basic and simple terms, what that vision looked like, then the rest of the organization was not clear. And so we went to work on creating a vision that was clear and it was unifying and we spent some time to communicate that to the rest of the organization and showed them how they fit into it and how they could work together to make it happen. So that step made a difference. And that is step number one. The second key factor in breaking down silos and having people work together is take a closer look at the reward system. What are we rewarding people for? In many cases, different departments are rewarded for different things. And that is natural. Of course, if you are in sales, you're going to be rewarded for the revenue that you're bringing in. If you are in supply chain or product supply, as it is called at Procter & Gamble, you are rewarded for keeping the cost of goods down, right? And that is the way it should be, perhaps, in terms of the in-process measures. You know, what am I responsible for in my function? And I want to make sure that I deliver that. However, sometimes these measures are at odds. And while one department is pushing for one thing, the other department is pushing for something else. And a clear example of that to me that stands out is when I worked in Thailand, the business was reinventing itself in terms of the products that we were putting out and the sales department of course, wanted the more expensive products and R&D and marketing people were also for that. But the people who were making the products, myself included, were rewarded based on the cost of goods sold. So we were resisting naturally to say, look, you know what? Yeah, everybody is going to be happy, but you guys are going to still beat us up because our cost of goods went up because we were looking for products that were going to cost more, but they were going to bring in more revenue. Then a smart person said, hey, why don't we establish as part of our reward system for everyone, gross margin. Like if we are bringing in a significant amount of profits, even if we're making a more expensive product, we're not going to penalize the product supply people for that. And that paved the way for us working together to increase revenue and profits. The third reason why silos are formed and they persist is that the leaders at the top of those different departments discourage communication and collaboration between peers and That's not always done in a toxic way. Yes, there are some leaders who forbid their people from talking to those other people and so on and so forth. But a lot of times it's done with the best of intentions to say, look, we are responsible for making sure that we're doing our work and so on and so forth. But in the end, the result is the same. People are hesitant to speak to their peers in this other department and work through things. And that I found is the most effective way to encourage collaboration, not necessarily to send everything up the chain for it to be worked out at the top, but working through it among peers. Now, I'm not suggesting that we leave all the strategic decisions out there for somebody who may not have all the perspective to work through with their peer at a junior level in another department. But my experience says that most of those issues that are created are executional issues that could really go away by people talking to each other, giving each other some perspective and some information. Now, if there are some strategic decisions that really do need to go to the top levels of the organization, I believe that those are worked out a whole lot more effectively if they've already been discussed among peers where all the information is out there and some analysis has been done and a joint recommendation has been made to the leaders. So collaboration among peers between departments is absolutely key. in breaking down those silos. When I worked at Procter & Gamble, we talked a lot about this concept of common objectives, making sure that the needs of the employee and the company are aligned so people are not pulled in different directions and that doing what's right for me is also right for the company. Therefore, we have common objectives. Now, I have developed a model around common objectives that involves three different dimensions of common objectives, but that's another topic for another day. I will also make a video about that to dig into the three different aspects of creating common objectives

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In this video, I explore a leadership principle that has the power to transform team performance: treating people as if they are extraordinary human beings. I explain how many employees become trapped by "old tapes" or "Polaroids," labels and stories created from past mistakes or perceptions that limit how others see them and, ultimately, how they see themselves. When leaders allow these narratives to define people, they unintentionally reinforce mediocre performance and prevent individuals from realizing their potential.

Drawing from my own personal experience, I share the story of an employee who was widely viewed as a poor performer until a company bowling event revealed her exceptional talent. Seeing her excel in a different setting changed how others perceived her and how she perceived herself. That shift in confidence and respect eventually helped her grow into a leadership role. The lesson is that people often rise or fall to the expectations placed upon them, and leaders have a responsibility to create an environment where people can transcend limiting labels.

I also challenge leaders who blame poor performance entirely on their workforce. Using an example from a consulting engagement, I question the logic of labeling the majority of employees as "slackers." If organizations are hiring capable people from the community, then leaders must examine how their culture, systems, and leadership practices may be contributing to disengagement and underperformance. Leaders must take ownership for creating conditions that encourage initiative, enthusiasm, and personal growth.

Treating people as extraordinary does not mean ignoring performance issues or avoiding accountability. Leaders should distinguish facts from stories, provide honest feedback, offer coaching and support, and ensure employees understand expectations. When every reasonable effort has been made and performance still does not improve, it may be appropriate to part ways. Respecting people as extraordinary human beings ultimately means holding them accountable while preserving their dignity and worth.

Key Points

1. People are often limited by "old tapes" and "Polaroids" that define them by past mistakes or outdated perceptions.

2. Leaders can unlock higher performance by treating people as extraordinary human beings, regardless of their past performance.

3. People tend to rise to the expectations placed upon them, especially when they are seen and treated differently.

4. According to McGregor's Theory Y, most people want to do well and contribute, so leaders should examine what is preventing that desire from showing up at work.

5. Organizational culture can turn extraordinary people into ordinary performers if leaders fail to create the right environment.

6. Leaders must take responsibility for how people show up at work, rather than simply blaming employees for poor performance.

7. Treating people as extraordinary does not mean ignoring performance problems. Facts should inform coaching, development, role fit, and accountability.

8. Respect is not conditional on performance. Every person deserves dignity and honest feedback.

9. Withholding corrective feedback is actually disrespectful, because it prevents people from improving and succeeding.

10. After providing support, resources, coaching, and clear expectations, leaders may need to part ways with an employee who still does not perform.

Quotes

• "If we manage to help people shake off those Polaroids and old tapes and stories and snapshots and treat them as if they are extraordinary human beings, they begin to rise to the occasion."

• "Nobody starts a career, nobody starts a job with this aspiration of going to work every day and doing the minimum."

• "When we withhold corrective action or some feedback that the person really needs to hear, we're actually not respecting them."

• "We have to, as leaders, take responsibility for how people show up."

• "Don't hold people to those limitations that they may have created or others may have projected onto them."

• "People want to do well. But what happens is something gets in the way."

• "If you treat someone as an adult, if you treat someone as an extraordinary human being, you do what you need to do to ensure that they know what the expectations are."

• Transcript

  What if you had the superpower to turn every one of your team members into an extraordinary contributor, someone who is being engaged, doing their best, and making significant contributions? I wanna share with you one thing you can do that will help you tap into the superpower that you already have…That one thing is to begin to treat people as if they are extraordinary…Let me tell you, when I first started my career many, many years ago, there was this phrase that I kept hearing. People kept referring to old tapes. What does that old tape mean? The old tapes refer to…the behavior that that person was known for. Maybe they made a mistake at some point, or maybe they had certain habits at some point, but they couldn't shake it off. They had been labeled. A company that I recently worked with as a consultant…had a similar kind of concept, except they called it Polaroids. Oh, this person is just never gonna succeed. Why? Because there are too many Polaroids in the system about this person. Snapshots that at some point somebody got of that person, they just couldn't shake it off. See, the the truth is that this is not a silver bullet. Of course, there there are other factors that come into play when it comes to really causing everybody to bring their best and be excited and do well at work. But I guarantee you that if we manage to help people shake off those Polaroids and old tapes and stories and snapshots and treat them as if they are extraordinary human beings, they begin to rise to the occasion. I'll give you a very specific example of this from many years ago. I used to work in a plant, and we used to have this one person who just couldn't do anything right. In the eyes of everyone, they were just a slacker. Whatever they touched…

  just didn't work out. Except this one time, we went bowling. We had a team building activity, and it was bowling. Well, the person showed up with their own shoes and their own ball, and they started rolling, strike after strike. They almost bowled a perfect game…And everybody was astonished because in our eyes, I have to admit, in my own eyes, she just was kind of mediocre at whatever she tried, but she was totally excellent…at bowling. Well, we go back the next day, and people begin to see her differently. She begins to feel different. She begins to feel that she is competent and show a certain level of confidence. Make a long story just a little longer, this lady went on to become a team leader, which was…

  not in the cards as far as any of us were concerned. And that one situation that caused everybody to see her differently and caused her to feel differently and show up differently made all the difference in the world. We have to, as leaders, take responsibility for how people show up. I mean, if you subscribe to McGregor's theory y, that essentially says people want to do well, they want to take initiative as opposed to theory x that says people are just lazy and they wanna do the minimum. Then you have to take some responsibility for the person showing up at work and checking their enthusiasm and initiative and energy at the door and just coming in and doing the minimum. Nobody starts a career. Nobody starts a job…with this aspiration of going to work every day and doing the minimum. We all want to do well. But what happens is something gets in the way, and…that something leads to something else and something else. And before we know it, we just basically turn into button pushers. Right? We go to work and we wanna do our aid. We wanna hit the gate. We just wanna stay out of trouble, so on and so forth. And then other people begin to see us that way, and the old tapes begin to accumulate. And next thing you know, the person becomes a mediocre performer. So we've gotta figure out a way…

  to break that cycle…Now…this starts with the leaders taking responsibility for creating the kind of culture…that is conducive to everyone bringing their best and treating people such that they're not feeling like they're limited by their past mistakes and and perceptions. Let me give you one more example of where I've seen this. I was working with a company as a consultant, and all I heard from the leadership team was that their people were slackers. So the leadership team, when we started working together, was really unwilling to take responsibility…for shifting the culture. And they just felt like they're victims to the people because they're all slackers. So one day I asked them, what percentage of the people working on the floor are slackers? And they gave me a number like eighty percent. The average was about eighty percent of the people on the floor were slackers. So then I asked them a question. I said, you guys hire from the community here, right? Because as far as I know, you're not, like, flying anybody in, and most of the people working on the floor are not relocating for this particular job. They say, oh, yeah. Yeah. All of our people from this community. I said, so is it true that about eighty percent of the people who live in this region of the country…

  are slackers? Is that true? No. No. Of course, many of them grew up in that area. No. No. That's not the case. I said, oh, okay. So is it true that your…

  recruiting process targets specifically…those few people who are slackers, and therefore, you end up with eighty percent slackers in your workplace? They're like, well, no. No. That's not the case. I said, so the only other possibility could be that you hire extraordinary people, but you end up…turning them into ordinary or less than ordinary people. And that is something that you as a leadership team…have to take responsibility for…

  So my request of you…is to take one action coming out of this. And that is to make an inventory of the people that you work with, just the immediate circle around you. And be honest with yourself around what are some of these Polaroids…that you're holding on to about them? What are some of these old tapes that you keep running…over and over in your mind about them…Be intentional about letting that go. Letting those Polaroids go. Letting those old tapes go. And don't hold those people to those limitations that they may have…created or others may have projected onto them. And just see what kind of a difference that makes…

  I didn't wanna go off on too many tangents, but I thought about a couple of questions that I'd like to expound on. The first one was, well, okay, Amir, you say treat people as if they're extraordinary. But are we supposed to forget about the old tapes? Maybe they were true. What if the person really has poor performance? Do we ignore that? So that's question number one. The second question is, well, what if we…treat people as if they're extraordinary and they continue to have poor performance? What do we do then? So let me address the first question. When I talk about old tapes, I'm talking about the stories that people have made up. Some of these old tapes may have been rooted in some actual events. Something happened, and then people continue to talk about it and make up stories about it. It's important to distinguish between facts and fiction, which may have been born out of the stories that that have been made up. So I'm not suggesting that we ignore performance problems. I'm not suggesting that we ignore history that could actually inform us on how we can best set the person up for success. If someone has demonstrated repeatedly that they are not really good at certain things, we have to either give them the skill or we have to make sure that they're in a role that really is a good fit for them. Or we have to make sure that we coach them and support them in…

  shifting their their approach and their mindset, whatever the root cause may be. So real events, uh, inform our actions, and we should take them into account. For me, uh, treating people as extraordinary human beings is about respect. Respecting a person is not conditional based on their performance. In other words, a person's worth…is not dependent on their performance. They are a human being and these they deserve a certain amount of respect. Right? And when you respect someone, you are honest with them. So if they need to get some feedback that may not feel right at the time, assuming that it is delivered, uh, correctly with some level of compassion, it needs to be delivered. When we withhold corrective action or some feedback that the person really needs to hear, we're actually not respecting them. We're not treating them as extraordinary. I joke about this sometimes in my workshops. I say, you know, sometimes people say, oh, bless his heart. He's not gonna do any better. And and in that case, bless his heart, is not a compliment. It's essentially insulting the person. And in fact, what we're doing is we're letting ourselves off the hook and giving that feedback…

  Now the second question is, okay. So if we do that, let's just say someone has had a kind of a rough, uh, past and they, they have had some old tapes about them in the system, Polaroids, whatever you want to call them. And, um, we give them the benefit of the doubt. We work with them, do whatever we can to help them correct their behavior or their performance, and they still don't do that. So what are we supposed to do? Are we supposed to…perpetually just sort of giving them more…uh, you know, opportunities and chances? And the answer is no. If you treat someone as an adult, if you treat someone as an extraordinary human being, you do what you need to do to ensure that know what the expectations are, that they know where their performance is relative to those expectations, they have the right resources, that they know you got their back, and you got their support. And at the same time, they also know that it is their responsibility to change their behavior or do better. So…

  at times, when you've done everything you could, you may get to a point where it is time to part ways. Once you get to that point where all options have been exhausted, it's totally fair to acknowledge that we have done everything we could and, uh, we are still not where we need to be and at times we need to part ways. I'd love to engage with you. If you have questions, send them to me or put them in the comments, uh, on LinkedIn…or a comment on the blog post. Whichever way, I'd love to get your thoughts on it and and share mine

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A little over a month ago, I renewed my commitment to my health and wellness and decided to not let good be the enemy of great, as Jim Collins puts in in his book, Good to Great! I set some goals in terms of my exercise program and the tweaks I needed to make in my diet and I set out to make it happen. I am happy to report that I have been consistently following my program and I feel great about resisting the temptation to go back to my old ways—as I have done many times in the past—but that doesn’t mean I haven’t had my share of challenges! One such challenge and defining moment is what gave me the inspiration for this week’s post.

It was about two weeks after starting my new regimen that I decided to get on the scale to see just how much progress I had made. I had resisted the urge to do so for a couple of weeks, but that day, I figured I might as well because I could use a little encouragement that I was indeed making good progress and everything that I was doing was worth the trouble. Unfortunately, that didn’t turn out to be a great idea as my bathroom scale seemed to be having a bad day! We have one of those solar-powered digital scales, so you have to turn the light on in the walk-in closet where we keep the scale and wait a few minutes for it to charge. I did that with anticipation and couldn’t wait to get on it, only to find out that the thing was malfunctioning! It was showing that I had actually gained two pounds instead of losing a few as I thought I had. At first, I couldn’t believe it. I got off the scale, repositioned it because I thought maybe it wasn’t getting enough light or the floor was uneven, then carefully stepped on again, this time making sure that I didn’t make any sudden moves that would confuse the scale, only to see the exact same dreaded number pop up again!

To say I was disappointed would be a huge understatement! I mean here I was, so proud of myself for having followed my plan. All those hours on the treadmill and all the desserts I skipped and the late night snacks I went without and this is what I get? It had been two whole weeks! Surely, I should have seen some results by now!? In an instant, I went from being totally enthusiastic about following through with my commitment to health and fitness to wondering if I would have even gained any more than the two pounds, had I been indulging in a few Twinkies every day and trading the treadmill for the couch this whole time! The moments after having the sudden realization that my efforts had not yielded the desired results were not fun. I felt the powerful urge to give up so strongly because I figured all was lost and there was no hope. I would never get in shape and no matter what I did it wasn’t going to work!

It was a strange feeling because, on the one hand, it felt like the agony of defeat and on the other hand, there was the sweet taste of victory in finding some justification that I no longer needed to work so hard because I had evidence that it was pointless to do so anyhow. Two whole week’s worth of evidence! So I did what I always do when I’m in my head. I reluctantly shared what I was thinking with my wife, knowing well that she was going to talk some sense into me, and that she did. She reminded me of all the things that I preach and teach and nudged me back on track.

Has anything similar ever happened to you? You set out to achieve a goal and pursued it with enthusiasm only to be disappointed by your expectations having not been met at some point along the way? Isn’t it interesting that when we get going in a positive direction, we want instant gratification and immediate positive results, and when we have had some bad habits for years, we are surprised at how quickly they produced negative results? I can go on eating junk food for years and be shocked at how quickly I gained weight and be on a diet for two weeks and wonder what is taking so long for the weight to come off!

How we react and what we do in those defining moments when the results are not as promising as we expected them to be is what sets Transformative Leaders apart from others.

Transformative Leaders act according to their commitments, not their attachments. In my case, my commitment is to lead a healthy lifestyle. My attachment is the number I see on the scale or just how far or how fast I can run or how I look. Acting according to my attachments is conditional based on my expectations being met, but if I continue to focus on my commitment regardless of what the scoreboard says, I will stay in action and eventually get the results. Don’t get me wrong. I’m not minimizing the value of keeping an eye on the results to determine where you stand and whether or not you need to adjust your strategy. That is absolutely necessary in every transformative journey. What I’m talking about is the obsession with the scoreboard that diminishes your energy and enthusiasm and unnecessarily diverts your attention to worry and fear, rather than the focused effort concomitant with any transformative vision to which you have committed yourself.

I run into this challenge often and have to constantly catch myself to make sure I’m focusing on my commitment. One example of something I have to watch out for is when I hold leadership development sessions. It is not unusual for the participants to come into the session a bit skeptical and sit with their arms crossed as if to say, “This had better be good!” I’m used to that and I usually don’t let it bother me, because my commitment to them experiencing a transformation is so much bigger than my attachment to the fear of evidence of that not happening. It does help to have seen hundreds of people walk out of my sessions completely energized and ready to get in action.

Having said that, I have to say I had an experience recently that almost messed with my head and threw me off. I say “almost” because I hung in there and boy am I glad I did. In a four-hour class that I conducted recently, I had one gentleman who maintained a very disgruntled look on his face the entire time, and absolutely refused to even crack a polite smile at my jokes and rebuffed my attempts to get him to loosen up a bit. I could clearly imagine what was going on in his head—according to the voice in my head, that is—and it wasn’t good. I took it as a challenge to get through to him and have him experience a transformation and I absolutely refused to give up. By the end of the session, however, I was convinced that while everybody else was completely energized, I had failed to reach this particular participant. As I was packing my computer and gathering my notes, he came around to the front with the same serious look on his face and I was very ready to hear him tell me how he thought the entire session had been a waste of his time. To my surprise, however, he held his hand out to shake mine, and he went on to tell me in a very genuine and authentic manner how much he enjoyed the session and how he picked up so many insights that are going to be extremely helpful to him, personally and professionally. I was taken aback because in my mind, and according to all the evidence on the “scoreboard,” I had made no contribution to him and wasn’t making any progress in getting through to him. But, luckily, I was proven wrong and I was so glad that I didn’t get discouraged and write him off along the way.

Commitment and Progress

This story and the story of my health plan illustrates some instructive truths about progress when it comes to transformative journeys. More often than not, the progress that is being made will not be visible to you, but that doesn’t mean no progress is being made. Sometimes this is because a transformation requires an initial time investment to pick up steam and gain traction. Consider the example of the Chinese bamboo tree, which shows virtually no sign of any growth in the first four years when it is planted and then in the fifth year, it grows by 80 feet in just six weeks. When it comes to something like health, unless we have some specific ailment that can be dramatically improved by a specific therapy, we will have to invest considerable time and effort on the front-end before we start seeing benefits. This is something we tacitly understand in some areas, since we don’t, for instance, buy bigger clothes every week we go to the gym in anticipation of our muscles growing dramatically with each weight lifting session. It would be ridiculous to expect such dramatic improvement in such a short time, and the bigger your transformative vision is, the less realistic it is to expect immediate and obvious results.

In other cases, it may simply be a fact that even after we have put in the time and effort on the front-end, our progress never seems to ever dramatically improve at all. This is because the truth is that we rarely ever feel this more uniform type of progress being made in real-time, whether physically or mentally, simply because it is so gradual and we are so close to it. To give an example, think of how many times you have ever felt your body growing or noticed yourself becoming wiser. I don’t mean times that you noticed that those things had happened, but times that you noticed them happening in the moment. Heck, think of how many times you have actually seen grass grow or paint dry. You can’t, can you? But you certainly don’t deny that those things have happened and are happening, right? Of course not!

The fact is, the only way we ever notice this subtler kind of progress happening is when we take the time to look for it in the past while standing in the present, and acknowledge the progress that happened to get us from where we once were to where we are now. You don’t ever notice yourself growing until one day you stop and look back and say to yourself, “Look how much I changed since then. I used to be so small/inexperienced/weak, but I never gave up and that’s why I’m where I am today.”

This being the case, what can we do to maintain our resolve to keep going even in the face of what seems to be little or no progress?

The first thing that I would suggest, and which I mention in One Point Lesson #20 of my book, is taking the process of looking back to the past to see how much progress we have made so far and extending it into the future. What I mean by this is, instead of looking back on the past from the present, imagine that you are living in the desired future you have set out to create and looking back from there to what is now the present. Fully immerse yourself in the feeling of accomplishment and peace that your future self must be enjoying, having already achieved whatever goal it is that you are currently out to achieve. Can you imagine it and feel it? Now, imagine that you have become your accomplished future self in the present, imagine that you have achieved your health or fitness goals, or that you have a wonderful relationship with your significant other, or that your performance and fulfillment at your workplace is right where you want it to be. If that were the case, wouldn’t you want to keep things that way? If you were already fit and healthy, wouldn’t you do things to keep yourself being fit and healthy? If you already had a wonderful relationship with your partner, wouldn’t you take actions to keep it that way? Of course! Then all you have to do is envision yourself as already having what you want and act in a manner consistent with maintaining it. By acting as if you were already where you wanted to be, you allow your designed future to transform your present in a virtuous self-fulfilling prophecy.

The second suggestion that I would offer is simply to trust the process. What I mean by that is that we live in a world governed by cause and effect, and there are certain actions we know that will always produce certain results. The truth is, if you let go of a glass vase, it will fall and shatter when it hits the ground, whether you believe that will happen or not. If you touch a hot flame, you will get burned whether you understand why or not. When it comes to making progress and creating transformation, the exact same rules apply, albeit in ways that we may not be able to perceive as easily. The very fact that we may not be privy to the inner workings of these processes is not a reason to distrust them, but rather a reason to trust in the process despite their obscurity. The truth is, whatever practice and hard work you do will pay off eventually, whether you know it or not and whether you recognize it or not. In fact, it is more precisely true to say that whatever work you are doing right now is already paying off, because, when you choose the action, you have already chosen the consequence. Or, as the Zen master Dōgen put it, “Cause is not before and effect is not after.” Have faith in the process, commit yourself to it fully, and the results will work themselves out. As long as you are moving in the right direction, you will eventually get to where you want to be.

The Bottom Line

In every transformative journey, there are plenty of those moments that can derail us or strengthen our resolve to keep going. The choice is yours. No matter what challenges you are dealing with right now, you can choose to shift your focus to your commitments and let go of your attachments. You may not be able to quiet the noise in your head that keeps reminding you that your efforts are futile. If you suspect that there is a need to revisit your strategies, by all means, be intentional about looking at your options and engage a coach to help you see things clearly. But whatever you do, don’t give in to the notion that just because you have not yet seen the results you thought you should have, you should stop and forget about it. It is true that we cannot feel progress subtly being made—indeed, it is not clear that progress feels like anything at all—but we must always take care not to confuse how we feel with the way things actually are. In fact, when it comes to your transformative journey, you can measure your progress by just how infrequently you preoccupy yourself with doing so. Most stories with a happy ending don’t feel like that along the way. So hang in there and enjoy the ride, envisioning yourself in the designed future you are out to create.

(Since this post was inspired by my own fitness efforts, I wanted to link an article on Olympian athletes explaining how the best ones embody this commitment mentality vs. the attachment mentality. I did post this on social media previously, but I would like to offer it here again for anyone who missed it: What Separates Champions from Almost Champions)

Have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary! As always, I would love to hear about your victories and/or challenges. Please leave your comments below or send me an email at amir@theghannadgroup.com.

Copyright © 2016 The Ghannad Group, LLC, All Rights Reserved.

Leadership development has grown into a $360+ billion industry globally. Yet, according to a study quoted in the Harvard Business Review, the majority of efforts fail to yield anywhere near the results implied by such huge revenues and investments.

The HBR article offers a tentative explanation for this strange phenomenon, namely that “corporations [have been] victims of the great training robbery.” The article elaborates on this point by stating that “American companies spend enormous amounts of money on employee training and education […] but they are not getting a good return on their investment. For the most part, the learning doesn’t lead to better organizational performance, because people soon revert to their old ways of doing things.”

Based on decades of leadership experience, I can only say: I’m not at all surprised! During my career—both as a leader and as one being led—I have seen far too many false starts and ill-fated attempts at training and development as a result of organizations merely going through the motions to check a box. I have also seen well-intentioned leaders do everything they know to do, with the best of intentions to develop leadership capability in their people, only to see little to no sustainable behavior changes or shifts in their results.

Based on current trends, it seems almost as if training and development are doomed to forever be a futile waste of time and money. Even worse, the lack of return on investment will go on to perpetuate a self-fulfilling prophecy and vicious cycle where training and development don’t deliver results, resulting in less investment in such efforts, leading to further lackluster results, and so on. Let me assure you, however, that things don’t have to be this way!

The good news is that the solution, in many cases, does not require a major overhaul of existing programs. Traditional leadership development can be useful in many ways as long as it is delivered and received in the right context. Based on my experience leading countless successful leadership development and culture transformation efforts, that proper context has the 3 key characteristics that I am going briefly explain in this article.

1.     Leadership Development must be done in the context of accomplishing something extraordinary.

"People do not decide to become extraordinary. They decide to accomplish extraordinary things."

- Edmund Hillary

The metaphor I’d like to use to explain what I mean is the distinction between general fitness and training to win the gold medal in a particular sport. While there are fundamental fitness strategies that everyone would benefit from, when an Olympic athlete sets out to win a gold medal, they don’t just aimlessly work out. They focus on developing specific skills and gaining strength in very specific ways that serve them in achieving their specific goal. Leadership development works the same way. While everyone would benefit from developing a set of fundamental skills, breakthroughs can only be achieved when the person sets their sights on achieving something extraordinary. It is only then that they will be most effective at developing themselves into the kind of person who can achieve those goals.

This is the framework in which I conduct all of my leadership development and culture transformation work, both for organizations and individuals, and it has been phenomenally successful in every industry and locality in which it has been implemented, all over the world. If you’re curious about this approach and interested in taking it for a test drive yourself, I encourage you to check out our newly released e-course “Unlocking Your Transformative Potential.”

2.     Tools and skills are necessary, but the secret to making them work for you is in understanding what’s in the way of putting them to use…and then getting it out of the way!

Informative training – that is mastery of relevant tools and skills – is a necessary step in becoming an effective leader, but it is not sufficient. Transformative training – discovering what is in the way of progress and learning how to move it out of the way – is what’s needed if one aims to get the most out of those tools and skills and become a truly transformative leader. In the video below, I introduce a simple metaphor of driving on the highway to demonstrate how the “Hidden Saboteurs of Success and Fulfillment” work against us as long as we remain unaware of them, and how awareness alone is often all it takes for us to dramatically improve our performance.

If this resonates with you and you believe you, or your organization, could benefit from adopting this approach to training and development, I would urge you to check out our soon-to-be-released e-course “Discovering the Transformative Leader Within.” This e-course represents the first time the content of one of my most popular workshops for private clients has been made available to the public, and we are very excited about individuals and teams being able to complete the powerful experience at their own pace.

3.     Leadership development must start with the individual adopting the mindset that they are fully committed to a purpose greater than themselves.

“I am the one and It’s not about me!” – Amir Ghannad

When a leader takes full responsibility for the results they are committed to delivering, AND they get that their efforts or their results are not about them, only then are they able to discover the Transformative Leader within. It is through mastery of this paradox and constantly practicing the right balance of what Jim Collins refers to as “professional tenacity and personal humility” that leaders become the best version of themselves.

The leadership development programs that we conduct at The Ghannad Group are designed to create holistic experiences for our participants, but as I mentioned earlier, your existing programs can also be transformed if you evaluate them against the characteristics described above and make the necessary adjustments. If that sounds like something you would be interested in pursuing, I have some guidance below.

Ask yourself the following questions and act on the answers:

• Do we do leadership training and coaching in hopes that it will pay off someday, or are we intentional about persuading the participants to practice what they learn in the course of delivering extraordinary results?

• Do we only arm people with tools and skills, or do we also engage them in the practice of developing self-awareness so they can see what is holding them back from being the best versions of themselves as leaders?

• What are we doing to cultivate the right mindset in leaders such that they are willing and able to accept the personal accountability of being a leader and yet not make everything mean something about themselves?

If you’d like to take on the challenge of overhauling your existing leadership development programs or just starting fresh from the ground up, or if you simply just don’t know where to start, feel free to reach out to me and I’d be more than happy to offer my perspective based on over 3 decades of experience. Simply comment on this post, send me a direct message or email me at amir@theghannadgroup.com.

The lessons I learned about integrity didn't come from reading books or hearing about other people's experiences. I learned them through my own costly mistakes.

I had a long career in the restaurant business while I was going to school. I was a dishwasher and busboy before I started waiting tables at breakfast and lunch. Then I got my break working at a small, but fancy Swiss restaurant, whose owner decided to give me a shot that ultimately set me up to work at an upscale restaurant, where I routinely served celebrities.

The Swiss restaurant didn't have a lot of business and the owner was often frustrated. At times, he even took his frustration out on customers, scolding them for not coming back more frequently! Yes, this is true, and no, it didn’t work! Despite his frequent meltdowns, he generally treated me well. But one thing that always set him off was the slightest hint of disagreement with his opinions.

Waiters would get hired and stay for a while, but would either leave or get fired. Many of them were really good at what they did but they just couldn't get along with the guy. I can still see many of their faces moving in and out of the revolving door of working at that restaurant.

I stayed for a couple of years longer than most, because I chose not to question him. Even when I knew he was wrong for picking on the other waiters, I would stay silent or even join in on the gossip. I was 19 years old and he had given me a chance that I wasn't going to blow it. I had learned table-side cooking and I was picking up on the techniques of working in a fancy restaurant, so I felt that I had too much to lose by speaking up!

I did eventually leave, however. I was offered a job at a fancy restaurant where I was going to make at least 3 times as much money in tips. When I was interviewing, I told him it was time for me to leave and find something closer to my field because I was about to graduate from Engineering school. He wasn’t happy, but respected my choice and even invited me and my wife to come have dinner on him one night. After I got the job, I was too scared to tell him I was leaving to be a waiter somewhere else. We parted ways amicably, which was unheard of.

A couple of months later, I decided it would probably be a nice experience to go back and have the dinner that he had offered me. Don’t ask me why! Was it the free meal or was it the desire to let him know the truth? I will never know, but we went and found ourselves being greeted warmly by the owner. But things didn’t stay that way.

Sometime during the evening, he came by to chat and I couldn’t help it. I broke the news to him. And you guessed it. He blew his top! He threw one of his tantrums that I had witnessed and been subject to too many times. He proceeded to point out to me that while I went to work at that fancy restaurant, he could just go out and buy that restaurant. He stopped short of calling me names and throwing us out before he stormed off to the kitchen. We finished our meal and ended up picking up the tab before we left because, unsurprisingly, he had changed his mind about dinner being his treat. I had officially joined the countless people that he considered to be worthless.

After all I had done for him to appease him and support him, even when he acted like an immature child toward the staff and even customers, he treated me like dirt. In retrospect, it wasn’t surprising. That was the way he had treated literally every person who left the place. He talked about them like they were the scum of the earth. Why wouldn’t he do it to me? I had illusions of being special. I figured I had earned enough points not to be treated that way. Sadly, I learned that wasn’t the case.

What has haunted me about that experience over the years is the look in some of the other waiters’ eyes as they were forced to suffer through his tantrums and tirades. They were looking at me as if to say, “Do something. You know he’s wrong! You have credibility with this guy and we don’t! Why don’t you stand up for what’s right?!” I literally remember many of their faces and that image that is a constant reminder of the lessons I learned through that experience.

• I learned that the greatest thing I have to lose is my integrity. The value of everything else that I thought I was trying to protect – money, position, opportunity, etc. – paled in comparison to being able to look myself in the eye and know that, at the end of the day, I did the right thing.

• I learned that no leader worth following ever expects my unconditional loyalty or adjusts the value they place on me solely based on whether I agree with them or not.

• I learned that while I should strive to always treat others with respect, NO ONE deserves my unconditional support when their words and actions violate the values and principles that I don’t wish to compromise.

• I learned that it is much easier to see people for who they are if I ask myself, “Would I still support this person if there were nothing in it for me?”

• I learned that while people may forgive me for my mistakes and lack of competence, it is nearly impossible for me to earn their respect again when they know that I have knowingly compromised my values for personal gain.

• I learned that the cost of my lack of integrity and hurting my reputation with those who didn’t have the power to do anything to me was far too great a price to pay.

That was over 38 years ago. Since then, I have fallen short of my own standards on several occasions as I have justified my silence and inaction in favor of “trade-offs,” or failed to speak truth to power in order to protect my own interests, but I’m happy to say I have come a long way. I can say that because I can recall countless times when I gave up what was incredibly important to me in the moment because I chose the right path even if I had to lose out personally. I refused to add to the burden that I and others would have to carry if I were to sell out and let myself down and let down those who counted on me for leadership.

I’m sure each of us can think of many people who have compromised their integrity right before our eyes. You probably know of people who should read and heed the message of this post, but that doesn’t make you special. What makes you special is taking the time to be honest with yourself about whether you are compromising the values that you claim to aspire to by blindly following and supporting someone whose words and actions you would otherwise find appalling. You are even more special if you own up to it, declare it, and intentionally change your ways. And if being true to your values and maintaining your integrity means you lose the “respect” of those you look up to and follow, then that is just proof that they were never worthy of your respect to begin with.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about The Ghannad Group? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2020 The Ghannad Group, LLC, All Rights Reserved.

He is one of the hardest working people I know, and his work ethic is off the charts. The story I’d like to share today is about his perseverance. It is about one of the many instances when he personally taught me what it’s like to be 100% committed to achieving something, not through his words but by his willingness to do what it takes to get the job done.

Just for context, my dad dropped out of school when he was in high school to help his dad run their confectionery business and years later went back and pursued his education and had a successful career as an educator. He even went back to school to get his Master’s degree much later in life, at age 56, and retired as a college professor.

During his school years, the second language taught in schools in Iran was French and it wasn’t until my generation that English became the foreign language of choice. So, his English language skills have always been limited to say the least.

Now to the story. A few years ago, when he and my mom, by then in their early 80’s, were visiting, he decided that he wanted to get an American driver’s license. I tried to talk him out of it because I thought it would be impossible, given his language skills or lack thereof, but he just wouldn’t have it any other way. I had seen him in this mode before when he decided he was going to get something done no matter what, so I relented and got him the material he needed to study.

For weeks, and I mean 7-8 weeks, he studied. He would study all day long while I was at work, using a dictionary and looking up practically every word and making notes. Then he would ask me questions about the phrases he could not make out when I got home from work.

Imagine, what it would be like if you were to take the same exam in a language you don’t know. That is what it was like for him, but he was going to do it.

After weeks of studying, he let me know that he was ready. I had my doubts but again, followed his direction because there was no other way. I took him to the DMV and got him set up to take the exam on the computer. He asked for permission to use his dictionary and they agreed. Then he told me to leave him there so he could take his time.

About four hours later, he called me and handed the phone to the lady who was administering the test. She informed me that he had missed one too many questions already and had failed the exam.

Imagining his disappointment and what might be going through his mind to accept this defeat, I went to pick him up. He was shaking his head as I approached, telling me that he was so close to making it but he missed a simple question. Minutes later, he informed me that he wanted to sign up and try it again. I wasn’t sure what to say. There was nothing to say. He had to make it happen and that was that.

So, we signed up and went back a few days later. This time, I fixed his lunch and put some juice in a little cooler for him because I knew the exam that usually takes most of us 15 minutes was going to take him hours. I asked the ladies to look after him and call me if he needed anything, and I left.

About 4 hours later, I received the same dreaded phone call. He had missed too many questions! Feeling so bad for him and trying to figure out a way to talk him out of trying this again, I drove over there to pick him up and he was even more disappointed in himself for not being able to pass the exam, but you guessed it. He wanted to go for it again!

The next time we showed up the attendants knew him and were smiling and greeting him. I could see in their eyes that they were rooting for him and wanted him to succeed. I left him and his lunch and went about my business.

I think it was about 5 hours later than my phone rang and this time, much to my surprise, he proudly informed me that he had passed the test. I couldn’t believe it. In the back of my mind I knew he was going to hang in there until he accomplished what he wanted to accomplish but I was still in awe of the amount of effort he had to put in to make it happen. I knew he wasn’t going to have any issues passing the road test now that the written test was behind him. He had done it!

I will never forget the look on the faces of the attendants when I arrived to pick him up. They all seemed so happy. We talked for a while and I couldn’t help but notice the tears in the lady’s eyes when she handed my dad his paperwork and congratulated him.

I believe the people who witnessed this relentless display of perseverance were touched by my dad’s determination and hard work as I have been all my life. I strive to live my life with the work ethic that my dad has instilled in me by who he is and how he has conducted himself as long as I have known him. I fall short often but I’m blessed to have a role model that I can relate to on a personal level.

Happy Father’s Day to my dad and all fathers who have touched not only the lives of their own children but those of others and made them better people.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about The Ghannad Group? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2020 The Ghannad Group, LLC, All Rights Reserved.

Si prefieres saltar directo a la última sección “En Resumidas Cuentas”, sírvete desplazarte hacia abajo. De lo contrario, te deseo que disfrutes este escrito en su totalidad.

En el curso de mi continuo trabajo con desarrollo en liderazgo y transformación cultural, he tenido amplia oportunidad de divertirme con los participantes de mis talleres/presentaciones y en esos intercambios aprendemos unos de otros. Uno de mis ejercicios favoritos se basa en la Teoría de Douglas McGregor la cual propone que los líderes eligen entre dos tipos de supuestos: La Teoría X y la Teoría Y donde X supone que el trabajador tiene una aversión innata al trabajo evitándolo de ser posible; mientras que la Teoría Y, por el contrario, considera al trabajador libre, maduro y responsable; alguien que disfruta resolviendo cualquier tipo de problema que se dé, de una manera creativa, ejerce autodirección y autocontrol y es confiable. De modo que proyecto en la pantalla, lado a lado, dos grupos de características bajo X/Y, le pido al público participante que me diga si conocen a ciertas personas que claramente pertenecen a la categoría X, a lo que, absolutamente todos levantan su mano. Luego les pido que vuelvan a levantar la mano si honestamente se consideran uno de esos del grupo X, y, obviamente, aquí casi nunca veo una sóla mano levantada. Esta dinámica ocurre idéntico cada que efectúo el ejercicio, lo cual, aparentemente significa que, esos “chicos malos” que realmente se beneficiarían de esta enseñanza y Coaching y a quienes realmente necesito dirigirme los que eluden y evitan mis cursos magistralmente. Parecería que, sin excepción, ¡les estamos sermoneando a los conversos!

La pregunta a continuación, afortunadamente, revela lo que en verdad está ocurriendo aquí. Les pregunto si alguien, ocasionalmente exhibe comportamientos del tipo Teoría X. Nuevamente, muchas manos levantadas. El grupo reunido generalmente aquí se carcajea y admiten estar completamente de acuerdo cuando les hago ver que la razón por la que no levantaron la mano la primera vez se debe a que consideran que su mal comportamiento está justificado, incluso si están conscientes que dicho comportamiento noes correcto, por lo que no se incluyen dentro del grupo perteneciente a Teoría X. Procedo a explicar que esto se debe a que nos juzgamos a nosotros mismos respecto de nuestras intenciones mientras que juzgamos a los demás por su comportamiento, un fenómeno estudiado por psicólogos sociales bajo el rubro sesgo de correspondencia.

Esta misma tendencia de, asumir lo peor acerca de los demás y absolvernos a nosotros mismos de toda responsabilidad, tiende a dominar nuestros pensamientos forzandonos a operar en modo piloto automático. Al menos que nos propongamos con una fuerte intención deliberada a asumir una intención positiva, tenderemos a cuestionar a los demás, y a sus intenciones, con lo cual nos desviaremos hacia un lugar enteramente aparte, donde nuestras actitudes y acciones resultantes no son las que se requieren para crear y avanzar formando relaciones plenas a través de la entrega de resultados extraordinarios. 

Lo anterior hace necesario que se configuren y monten sistemas de controles y equilibrio complejos con elevados costos que ascienden a millones de dólares en tiempo y dinero desperdiciado con el fin de monitorear a ese 5% que son las personas que abusan del sistema, en lugar del 95% que sí cumple.  Me atrevería a afirmar que para estas alturas te resulta más fácil imaginar a todas esas personas que asumieron una intención negativa de tu parte, en lugar de esas instancias donde haz sido tú quien lo haz hecho así con los demás.  Si este es el caso, queda demostrado que el sesgo de correspondencia le ocurre incluso al mejor y nadie es inmune a él.

EXISTEN UN SINNUMERO DE FORMAS EN QUE AL ASUMIR UNA INTENCIÓN NEGATIVA DE ENTRADA NOS SABOTEA TANTO NUESTRA PRODUCTIVIDAD COMO NUESTRA ENTREGA DE RESULTADOS:

1. Desvía nuestra atención alejándonos de la misión
   Mientras nos enfocamos en intentar descifrar porqué las demás personas se comportan de tal o cual forma y/o nos defendemos ante lo que los demás asuman de nosotros, la verdadera cuestión a resolver, para lograr cumplir nuestra misión, permanece sin resolver, lo cual nos propicia a reincidir.

   
   

2. Frena la resolución de problemas
   Cuando sospechamos la existencia de intención negativa, tendemos a enlistar aliados y nos aseguramos de contar con una posición fortalecida para atrincherarnos en ella, en vez de abordar directamente a la persona en cuestión e intentar remediar las cosas. 

   
   

3. Inhibe acciones audaces
   Al atacar el carácter de otra persona y cuestinarle acerca de sus intenciones aleja a las personas y las orilla a desempeñarse timidamente y a no intentar iniciativas audaces con tal de evitar ser juzgados como sospechosos.

   
   

4. Disminuye la colaboración
   Tendemos a perpetuar la división mediante “silos” y a fortalecer clichés al buscar refugio y comprensión de los demás a quienes pensamos que están de nuestro lado.  

   
   

5. Merma la rendición de cuentas
   El drama asociado con el asumir que los demás exhiben una intención negativa evita el que veamos y nos sintamos responsables por la parte que nosotros mismos le contribuimos al problema.

   
   

6. Daña las relaciones
   El resolver las diferencias de opinión cuando todos confiamos en la intención de los demás puede darse mediante productivos debates y discusiones apasionadas e incluso álgidas, sin que estas dañen las relaciones entre personas. El drama asociado con asumir la existencia de una intención negativa puede causar un daño importante a las relaciones, lo cual tomará mucho tiempo en poder ser reparado.

Si crees en el enorme poder que surge al asumir una intención positiva y buscas desarrollar y aprovechar dicho poder, será importante que comprendas las razones y los mitos que evitan que esta sea una práctica más prevalente:

ASUMIR UNA INTENCIÓN NEGATIVA...

1. Requiere de un menor esfuerzo – Es más conveniente y resulta más sencillo culpar a otro, en lugar de el enorme esfuerzo de búsqueda e identificación de la verdadera causa raíz del problema en cuestión.

2. Nos exime de toda responsabilidad de problemas que pudieran llegar a presentarse como resultado de las contribuciones que hemos realizado al problema en cuestión – Culpar la mala intención en los demás transfiere la atención lejos de nosotros mismos lo que nos permite evadir responsabilidad por todo aquello que hayamos hecho para perpetuar y tolerar el problema en discusión.

ASUMIR UNA INTENCIÓN POSITIVA SERÁ PERCIBIDO...

1. Como algo ingenuo, débil, e idealista – Por el contrario, se requiere de una gran cantidad de valentía y coraje para poder asumir una intención positiva y desde esa postura sostener diálogos difíciles con tal de identificar los verdaderos problemas.

2. No es como si estuviéramos sugiriendo que absolutamente todas las personas tienen una intención positiva – ¡En lo absoluto!  Sólo significa que el hecho que una minoría, que constituye el 5% del equipo, albergue intenciones negativas, no justifica que tratemos al 95%restante como si ellos también.

En Resumidas Cuentas:

El asumir intención positiva requiere de (valga la redundancia) una intencionalidad que va más allá de ese modo piloto automático de juzgarnos a nosotros mismos según nuestras intenciones y a los demás conforme a sus acciones. Mantiene el curso de toda la organización enfocado a la misión, acelera la resolución de conflictos, motiva a la acción audaz, inculca una cultura de rendición de cuentas y colaboración, y mejora las relaciones.

El poder masivo que surge al asumir una Intención Positiva

• Mantiene a la organización enfocada en la Misión.

• Acelera la resolución de conflictos.

• Anima a que la gente efectúe Acciones audaces.

• Infunde una cultura de asumir responsabilidades.

• Incrementa la colaboración.

• Fortalece las relaciones.

¡Que tengas una magnífica semana! Te deseo de corazón que Declares Audazmente, Persigas Valientemente y Logres lo Extraordinario, en Abundancia. Como siempre, me gustaría escuchar acerca de tus victorias personales y/o desafíos. Por favor envíanos tus comentarios en el espacio incluido aquí debajo o envíame un correo a  amir@theghannadgroup.com

Si le gustó este artículo y desea leer más, puede hacer clic aquí para descargar 3 libros electrónicos que contienen más publicaciones de blog traducidas al español.

This article was translated from the original English by the excellent Rafael Pliego Samaniego of Traduccion Perfecta En La Que Puede Confiar, a company that specializes in translating live for demanding speakers, during summit events, guided tours around manufacturing plants, and webcasts. They have provided exceptional service to us here at The Ghannad Group and come highly recommended for all your Spanish/English business translation needs. You can learn more at speedytranslation.com.mx.

Sobre el Autor
Amir Ghannad es un orador principal internacional, autor de El Líder Transformador, consultor de liderazgo, catalizador de transformación de cultura y fundador de The Ghannad Group. Ha hecho el trabajo de su vida guiar a los líderes y equiparlos con las herramientas, habilidades y la mentalidad necesarias para crear culturas extraordinarias en el lugar de trabajo que brinden resultados innovadores. (Esta parte es una traducción automática, así que perdone los errores encontrados aquí).

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2020 The Ghannad Group, LLC, All Rights Reserved.

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Todos hemos escuchado sobre el poder de crear una Visión y lanzarte tras ella, tal como lo expresa Zig Ziglar de manera simple y sencilla: “Si no le apuntas a nada en absoluto, le darás al blanco cada vez”. Hace algunos años, cuando se estrenó la película “El Secreto,” mi familia y yo estabamos muy intrigados con la idea de la ley de la atracción y cómo esta refuerza la noción de que con tan solo pensar en un desenlace y ponderar en el pensamiento como si ya hubiese ocurrido en realidad, incrementa las probabilidades de atraer ese resultado hacia nosotros.

Existen diversas empresas cuyos líderes, o bien, no creen en el poder de una Visión, o no tienen idea de cómo en realidad aplicar esta metodología para ventaja suya.

Obviamente lo anterior abre de par en par la puerta más obvia de oportunidad para todos aquellos que sí creemos firmemente a esta idea y la hemos aplicado con éxito este principio para generar resultados extraordinarios.  Sin embargo, es igualmente importante señalar que incluso líderes que sí creen en el poder de una Visión o personas que creen en la ley de la atracción fracasan a la hora de producir esa clase de resultados que sueñan obtener. No sugiero con esto que contar y seguir una Visión sea un esfuerzo en vano, lo que afirmo es que existen diversas razones por las cuales muchas fracasan. Aquí debajo menciono las 10 causas más comunes:

1. Cimentamos nuestra Visión sobre barreras y creencias limitantes.
   Es importante que identifiquemos y resolvamos primero la cuestión de pensamientos y creencias que evitan que persigas y logres tu Visión. De lo contrario, intentarás ignorarlos barriéndolos debajo del tapete pero continuarán activos, saboteandote a lo largo del camino. Colocar tu Visión sobre incredulidad enraizada es como colocar una capa de hielo encima de un charco de lodo.

2. Desearíamos contar con un mejor punto de partida.
   Incluso cuando tenemos claro hacia donde nos dirigimos, a menudo nos desanimamos y sentimos atascados debido a que desearíamos contar con condiciones más favorables antes de lanzarnos detrás de nuestra Visión.  La clave no radica en tener una perfecta salida sino en partir desde ese punto en el que ahora estás ubicado.

3. No nos entusiasmamos con ese sentimiento de satisfacción de haber llegado a la meta fijada por nuestra Visión.
   Cuando la Visión únicamente trata de resultados numéricos y no nos damos el tiempo de hacerla nuestra, de personalizarla, lo que ocurre es que padeceremos de una fijación por hacer cosas con tal de, algún día, poseer alguna cosa. Aquí lo que falta es que tanto el resultado final así como el proceso nos motiven e inspiren en función de todo lo que nos brindarán en términos de sentimientos y actitudes.

4. No compartimos con todos los demás nuestra Visión.
   El poder de una visión se multiplica exponencialmente cuando se comparte. Esa declaración de nuestra visión es la llave para detonar diálogos y conversaciones que perpetúan el entusiasmo y la rendición de cuentas.

5. No regresamos suficientemente a menudo a visitar nuestra Visión.
   Prolongar tus visitas y hacerlas frecuentes o incluso colocar frente a ti esa declaración de Visión ayuda a renovar nuestra mentalidad así como a contrarrestar cualquier objeción producto de nuestro diálogo interno sobre obstáculos, nuestros temores y preocupaciones.

6. Elaboramos nuestra Visión con base en lo que no deseamos en lugar de aquello que sí deseamos.
   Una Visión enraizada en cambiar o arreglar algo es insípida y no motiva ni remotamente como otra elaborada a partir de un resultado final que todos anhelamos y que consideramos posible si partimos de cero y redactamos una nueva declaración de Visión exacta y justo a la altura.

7. Nos aferramos a patrones de pensamiento o comportamientos obsoletos toda vez que no encajan con nuestra nueva Visión y Senda.
   A menudo, nuestra respuesta automática y proceso de pensamiento continuará activo a menos que intervengamos y elijamos conscientemente modificarlo. Cuando declaramos una nueva Visión, corresponde al líder y otros a cargo el examinar y ajustar paradigmas y metodologías que resulten obsoletos o que no contribuyan a que la Visión se vuelva realidad.  

8. No declaramos una razón o justificación suficientemente motivadora como para vencer nuestra tendencia a mantener lo establecido y a esa resistencia a actuar con audacia.
   Si la Visión no brinda una promesa de un futuro que nos motive a participar, involucrarnos y a emprender la acción, careceremos de esa crítica inclinación necesaria para realizar la inversión emocional requerida, o bien, a asumir ciertos riesgos sociales con tal de producir el resultado buscado.

9. Intentamos graficar la Senda a detalle en vez de actuar con base en lo que tenemos y observar como es que nuestro Plan va cobrando vida.
   Una fuerza común que dificulta el convocar a todos los miembros del equipo alrededor de una Visión común es que ignoramos cómo es que llegaremos ahí. En nuestro intento por satisfacer las inquietudes de todos en cuanto a cómo, nos olvidamos de actuar con base en lo que desde ya sabemos.

10. Intentamos inventar un modo de conseguir nuevos comportamientos en lugar de comenzar por comportarnos nosotros mismos de manera ejemplar hasta que, como consecuencia, amanezca en nuestra mente esa imágen de cómo luce un lugar así donde todos nos comportemos de una manera mejor, nueva.
    Resulta sencillo excusarnos a no participar, a no intentar, a que nuestra Visión no sea demasiado ambiciosa. La mayor parte del tiempo eso es justo lo que nuestro diálogo interno intenta conseguir. Cuando emprendes la acción en busca del resultado deseado aún mientras tu diálogo interno te sugiera lo contrario, descubrirás un poder que permite alterar y mejorar la calidad del diálogo interno.

Te exhorto a que examines tus esfuerzos de Visión y que los compares contra estas características antes descritas de modo que puedas realizar cambios de ruta que consideres necesarios para maximizar ese inherente poder de elaborar y declarar una Visión que sirva de guía para ti y para todos los demás en tu organización.

Si le gustó este artículo y desea leer más, puede hacer clic aquí para descargar 3 libros electrónicos que contienen más publicaciones de blog traducidas al español.

This article was translated from the original English by the excellent Rafael Pliego Samaniego of Traduccion Perfecta En La Que Puede Confiar, a company that specializes in translating live for demanding speakers, during summit events, guided tours around manufacturing plants, and webcasts. They have provided exceptional service to us here at The Ghannad Group and come highly recommended for all your Spanish/English business translation needs. You can learn more at speedytranslation.com.mx.

Sobre el Autor
Amir Ghannad es un orador principal internacional, autor de El Líder Transformador, consultor de liderazgo, catalizador de transformación de cultura y fundador de The Ghannad Group. Ha hecho el trabajo de su vida guiar a los líderes y equiparlos con las herramientas, habilidades y la mentalidad necesarias para crear culturas extraordinarias en el lugar de trabajo que brinden resultados innovadores. (Esta parte es una traducción automática, así que perdone los errores encontrados aquí).

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2020 The Ghannad Group, LLC, All Rights Reserved.

I recently conducted a 4-hour Transformative Leadership Workshop for a client in North Carolina. There were 41 participants in the session from multiple states and a few team members from other countries. After I went over the stated objectives of the workshop, I asked each of the participants to write down one personal objective on a post-it note that, if met, would make this an extraordinary leadership development experience for them. They then took a few minutes to share those objectives at their tables of 5-6 and off we went.

At the end of the workshop, I asked them to put their sticky notes on the wall, only if their objectives had been met. What was the final tally? 39 out of 41 put their sticky note on the wall! Phenomenal, right!? And yet, if training and development sessions are being properly set up for success and conducted the right way, this kind of result should be the norm, not the exception. I have personally found that to indeed be the case. Every single time we do one of these sessions, aside from meeting the workshop objectives, the vast majority of participants have their personal objectives met as well. And you can bet that has an immediate transformative effect on their results at work, not to mention their fulfillment in life in general.

The way I see it, there are three key contributing factors to creating this kind of consistent success in any development session:

1. Plenty of pre-work with every client – I do this to make sure I understand a client’s unique challenges and opportunities and can customize my examples and instructive anecdotes in a way that makes it real for them.

2. Have each participant take ownership – I have each participate declare their personal objectives, which focuses them on what they want to get out of the experience so that they are on the lookout for the takeaways that are most useful for them and their situation. This is opposed to the regular approach of just giving participants information, which is like aimlessly drinking from a firehose and having to sift through all their notes to hopefully find something useful. This also encourages participants to take ownership of their objectives being met, and speak up if they have questions or concerns that they feel need to be addressed.

3. Invite participation – I invite participants to do exactly what they are supposed to be doing: participate! This keeps the conversation real, in order to avoid theoretical conversations that make sense to all of us on paper, but are not actionable on our actual situations. Having observers rather than participants discourages people from taking transformative insights and making them their own, which is the only way they will ever make a difference to anyone.

These are three elements you want to look for next time someone is conducting a training session, to see if participants are being set up for success from the start. Next time you attend a session, take a few minutes up-front to set your intentions on what you personally want to get out of the session. Don’t worry about missing out. Get clear on 1-2 specific problems you would like to find a solution for, or transformative insights you would like to pick up, and listen and participate with the intention to have those objectives met. Next time you conduct a training session, give the participants an opportunity to set their intentions, ask them to be the guardians of making sure they get what they came to get, and be clear that participation is the only way they will be able to make those things happen. You can use the sticky notes method that I mentioned above, a whiteboard, or get creative with your own ideas.

 Here are some (verbatim) examples of the objectives that participants set (and met) in the North Carolina Transformative Leader Workshop:

• Be a better leader via role model behavior

• More open to change, open-minded

• To transform how I view leadership in an important way

• Impact individuals in a positive way to grow in strength

• Personal goal to be more courageous

• Understand what holds me back

• Become a better leader overall in all aspects that I do

• Strategies that will help me not only be a good leader professionally but will help me transform my personal life

• Understand what is keeping me from being a better leader

• Techniques to avoid saboteurs to personal/professional development

• How to better coach and empower my team

• Improved discipline/accountability in everything I do

• Develop better active listening skills. Be a charismatic/confident leader

• Becoming the best I can be

• Be more willing to be courageous, assertive, take risks, go outside my comfort zone

• I want to lead this organization to greatness -> Be the beacon

• Cross-functional leadership tools

• Find my David, Take away something useful from today

• To develop a better sense of what my leadership skills are and how to use them

• Strategy for action with on-going inspiration

• Learn what skills I need to instill an improved culture in the facility

• Be a better manager and person

• How listening will help me lead; How to communicate clearer

• Entire group engagement

• Be less independent and work as a team member

• Tools to help get to the next level of performance and fulfillment – 100% - 0

• Enthusiasm

• A better understanding of what I do well and what I can do better

• Energize myself to act to the goal

• Personal connection to leading cultural development within the organization

• Better ability to ask for what I need and grow

• Be able to go back on Monday and do something great for my employees that day

• Discipline to maintain routine habits

• Better at making leaders, not followers

• Path towards personal transformation of habits and behaviors to improve performance and fulfillment of those around me

• A better understanding of which things are most holding me back from being a great leader so that I can focus on them

• Explosive drive and commitment to get $&!# done (communication, vision, empowerment); Don’t want to feel overwhelmed

• How to get out of my own way

• A true connection to embrace the change and apply it daily

Could your organization benefit from your team members getting this kind of head start on their leadership development journey and shifting their mindset in these ways? At The Ghannad Group, this is our specialty, and we are passionate about delivering these kinds of results for clients all over the world. So, if you’re interested, or even just curious, let’s talk about how your team members can experience the same transformation that thousands of others around the world have after attending our speaking engagements and Transformative Leader Workshops.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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Dear readers and followers,

I am writing to let you know that, going forward, I will no longer be posting my weekly blog posts every Thursday. After almost 4 years of posting every single week, we have come to the end of an era!

We here at The Ghannad Group are shifting gears, and that means some changes are coming to how we interact with you. Instead of weekly posts on social media, where we are at the mercy of ever-changing algorithms, we will slowly begin moving to sharing weekly content and updates with our email list in a new newsletter (make sure you’re subscribed here so we can stay in touch!).

Until then however, weekly posts will continue as usual. Going forward, my weekly blog posts are going to be replaced with vlog posts, which you can keep up with on our new Vlog page. Podcasts episodes will continue to be posted as usual as well, and you can find them at our new Podcast page, where you can subscribe on iTunes and Stitcher. (If you’re not already subscribed to my podcast, I highly recommend it, because we have some great interviews with some great guests coming up in the next few months.)

We also have a new Blog page to house around 30 of my most impactful and foundational posts from the past 4 years. Soon, you may notice other changes to the website as well, but rest assured, every change we’re making is so that we can better serve our followers and supporters in the near future. In accordance with our new direction, my remaining blog posts will eventually be archived for use in an upcoming project, so the new blog page is where those curated posts will live indefinitely.

On top of all that, we are super excited to be gearing up for a really big launch sometime around the beginning of 2020 that we’ve been working on behind the scenes for months. After receiving feedback from readers and followers, we’re working on a product that we know leaders will love. If you’re on our mailing list (sign up here), or if you follow me on Linkedin, you’ll be the first to know about this secret we’ve been keeping, plus you’ll get “first dibs“ and a discount when we roll it out soon!

I’m so grateful for you joining me on this journey over the past four years, for your commentary and your feedback. If you’ve been with us from the very beginning, you’ll know that we’ve grown immensely, and a lot of that is due to your support. I look forward to sharing with you what’s next and hope you’ll join me and my team on that journey too.

As always, may you boldly declare, courageously pursue, and abundantly achieve the extraordinary!

With gratitude,
Amir

It happens to the best of us. From time to time, we feel stuck and our strength to move forward depends on the level of clarity we have about the causes and potential effects of our current circumstances. That clarity doesn’t always come, and so we aren’t always sure what to do next. Dwelling on potential causes of the setbacks we experience generates regret about our own actions and/or resentment toward others. Letting our imagination get the best of us relative to all the bad things that are going to possibly happen creates worry and fear. And trying to let the past go or trying not to worry, although well-intentioned, do not carry the day unless we find a way to gain clarity and look at our current circumstances through an objective lens.

I have found that there are ten questions you can ask yourself when you feel stuck, the answers to which provide clarity and a line of sight to the next steps that serve you and your mission. They are as follows:

1.       What outcome am I committed to? The answer to this question shifts your focus away from the immediate obstacles and reminds you on the size of the prize once you overcome the challenges you are facing.

2.       What is the most important step I can take right now? By focusing on the immediate next step, you reduce the overwhelm associated with trying to figure out how the rest of your journey is going to go and all the challenges you are going to face.

3.       What am I making the current situation mean about me? Although failures and setbacks are hardly ever a fun experience, what exacerbates the pain and causes us to take our focus away from taking that next step is that we interpret our circumstances in ways that hurts our self-image and confidence. Whether we make the situation mean we are not good enough or that someone doesn’t care about us, and so on, it is helpful to acknowledge our interpretation and examine whether it is true or something we have conjured up in our minds.

4.       How can the challenges I’m facing help me in my development? This is a question that is always easier to answer in hindsight. When we look back at our struggles in the past, we can see usually see how they helped us grow. We should know, therefore, that at some point in the future, we will also see benefits in having to grapple with our current circumstances. So, why not acknowledge it now and celebrate the silver lining while we are going through the storm?

5.       Have I honored my commitments? If you know that your current circumstances have been partly caused by you not meeting your commitments and not honoring your word, then acknowledge it and take action to clean it up so you can forgive yourself and restore your integrity with yourself and others.

6.       Who am I blaming for what? The baggage we carry in the form of resentment and unforgiveness weighs us down at a time when we need all the energy we can muster to recover from a setback. Getting clear on the answer to this question is the first step in evaluating whether we are willing to put some of that baggage down and move on.

7.       What payout am I getting by staying stuck? Sometimes, even though we have every intention of getting unstuck, subconsciously we find more pleasure in staying stuck than taking action. This invisible forcefield hold us back. You’ll have to look carefully to find the answer to this question, as it is normally hiding in plain sight. It could be that you see more reward in playing the victim as opposed to having to do the hard work. It could be that you’d rather not have the tough conversations you need to have and you’d secretly prefer to just deal with the negative consequences of avoiding those conversations.

8.       Who can give me honest feedback and wise counsel? Our tendency is to gravitate toward people who would commiserate with us and validate our feelings. Identifying the people who are willing to be brutally honest with you, and of course having the conversation to seek feedback, you will gain insight that may be hidden from your view.

9.       What unreasonable action can I take to change the game? Being reasonable and only taking action that is considered low risk and acceptable to others never results in a game-changer. The key is to acknowledge your reasons not to act and then act anyway. Remember that your reasons for not wanting to take bold action are based on your past experiences. If you want a discontinuous shift from the past, then you need to be prepared to go beyond your reasons.

10.   How can I contribute to someone else while I’m dealing with my own issues? Focusing on making a contribution to someone else takes your focus off of you and on a cause bigger than yourself. This is a healthy exercise for a number of reasons, not the least of which is that you are always in the center of all of your frustrations and when you shift your focus away from you, much of your pain vanishes.

Since it’s hard to keep our emotional reactions from distorting our logical understanding, and because in those moments when things are not going well, facts and fiction get intertwined, it is always a great idea to reach out to a coach or a confidant who is willing to let you vent and then guide you back to a path that leads to a proactive response. To that end, I would highly recommend that you go through the above questions with the help of a coach who can facilitate the process of you gaining clarity and objectivity in your answers. I hope you have found this post helpful, and until next time, may you boldly declare, courageously pursue, and abundantly achieve the extraordinary!

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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I believe we all have a “superpower.” Another way to put it might be that we all have one or two unique gifts or exceptional strengths, something that we excel at with little practice or effort on our part. Our superpower is that character trait or innate ability that comes natural to us and makes us a stronger achiever and contributor because we seem to have an inherent knack for it. I also believe that any strength taken to the extreme can become a weakness, and so we must learn to use our superpowers with discretion.

Personally, my superpower is empathy! I am a super empathizer and have been for as long as I can remember. I can walk through any workplace for a few minutes and somehow “feel” what people are feeling. I can talk to a person and immediately begin to see the world through their eyes. And I can feel people’s pain to the point that, unless I make an intentional effort to control it, it can be overwhelming when exposed to too much negativity. On the positive side, however, feeling the pain of others motivates me that much more to help them overcome whatever troubles or challenges they are facing.

This ability has been a huge blessing to me, personally and professionally. As a coach and confidant to countless people, it has given me an edge in accomplishing my mission of transforming people’s lives. As a professional facilitator, it has helped me understand the opposing views in meetings I have facilitated and help people find common ground to resolve the real points of disagreement. As a speaker and consultant, it has helped me tailor my approach and delivery in real time to ensure my communication is received as intended. Finally, my empathy has opened up a world of possibilities to me because it has made me, I believe, an above average listener, simply because I listen, not only with my ears but with my mind and my heart.

I have written about the value of empathy before and am a firm believer that a leader or teammate without empathy is missing an essential piece of the puzzle that would allow them to influence and serve others for their ultimate benefit. You don’t have to be a super empathizer to be a good leader or team member, but you do have to practice empathy at a significant level. Hence, we should all be doing as much as we can to climb higher on the empathy scale. However, while empathy is a good thing, as mentioned above, there are some things we all have to watch out for, because too much of a good thing can become a bad thing.

In this post, I’d like to list a few of the “downsides” of letting this strength go unchecked and point out a few side effects to watch out for as you practice empathy. As someone who is fairly high on the empathy scale, I have experienced every one of these potential downsides. In some cases, I have learned valuable lessons and have made course corrections. But, quite honestly, in some cases, I am still a work in progress and still experience some of these unless I remain intentional and vigilant in avoiding them.

As wonderful as empathy is as a virtue, here are its potential negative side effects:

1. You want everybody to be happy – Because you feel other people’s pain, the tendency is to want to keep everyone happy all the time, which is a recipe for disaster. Sometimes you can’t remove other people’s pain, and sometimes doing so actually harms them more in the long run. The flip side of empathizing with the pain of others so intensely is that you become so preoccupied with and demoralized by their experience of suffering that you become less effective at helping them get rid of it. Often, once you know what needs to be done, not feeling the pain of others is the best path to help them begin addressing it.

2. You misread the cues – You trust and rely on your ability to read the non-verbal cues to the point that you become overly sensitized and misread the cues. This is particularly important to look out for when the other person is from a different culture where body language has a completely different meaning than your own, but it can also apply to people whose personality type or communication style is very different than yours.

3. You let people off the hook – It’s easy to not hold a person to high standards when you understand and empathize with why they couldn’t meet the standard and what got in their way. Excuses seem much more legitimate when you see them through the other person’s eyes. Despite this, you should do your best to hold others up to higher standards and allow the possibility of them surprising even themselves with capability they didn’t know they had.

4. You don’t compel others to improve – People with problems naturally like talking to those who can empathize with them. It makes them feel understood by giving them a “pressure release valve,” but it doesn’t compel them to behave differently, so they end up back where they started a short time later.

5. You absorb toxins and become toxic yourself – The process of empathizing with others always leaves a residue of their pain and suffering with you. When the word gets out that you are a good listener and you help people feel better, people will flock to you from all directions. You will become known as “organizational toxin handler.” Eventually, you will find that the psychological and emotional “toxins” that you absorb on a regular basis will create a toxic environment for you. At this point, you won’t be able to effectively help others and you won’t be having a good time yourself, and this will continue indefinitely unless you take the time to “detox” and intentionally focus on maintaining a regular self-care routine.

6. You don’t resolve conflicts effectively – While those with a high degree of empathy can be great at conflict resolution, it is important to make sure you not only understand the opposing points of view, but help them see the other point of view and actively look for a third alternative. You must be able to cultivate a sense of empathy in others, as well as practice your own innate ability. Otherwise, you will leave everyone feeling validated and yet further entrenched in their point of view, and because everyone gets a sense that you agree with them, everyone will think you are only on their side. 

So, there are 6 ways that the superpower of empathy can go wrong if taken too far or used without discretion. What are some other superpowers that you yourself have, or that you can think of, with respect to leadership or organizational effectiveness? What potential side effects do these superpowers have? I’d love to hear your thoughts in the comments below.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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Have you ever tried to do something nice for someone, only to be disappointed in how they received it? Perhaps you went out of your way to express your gratitude or demonstrate that you care about and value them, only to receive a lukewarm response, as if it didn’t quite hit the spot for them. I think it’s safe to say that we have all experienced this every now and then. While this can definitely be discouraging when it happens in our personal lives, even the fear of such a response keeps us from taking our work relationships to that next level, instead keeping many of us at the level of “transactionships” alone. Well the good news is that there are ways to take your communication and relationships to that next level, both in your personal life and at work, and that’s what I want to talk about in this post.

Several years ago, I was exposed to two teachings that opened my eyes to how I could have an even better relationship with the people who were closest to me, at work and at home. The first was Dr. Gary Chapman’s writings on the “5 Love Languages,” and the subsequent discussions that led to my wife and I clearly understanding each other’s preferred love language so we could become proficient in them. The second was a course called “Sex at Work,” which, contrary to how it sounds, was a series of lessons on the implications of gender diversity at work. Both of these works reinforced the central message that making someone feel loved, or valued in the case of work colleagues, is not a one-size-fits-all game, and that we often fall into the trap of assuming that what motivates us or makes us happy will have the same effect on others. We treat others as we want to be treated, which works very well when it comes to the virtues that we all value, but not so well when our preferences vary. What we ought to be doing is treating others as they want to be treated!

Both of these teachings also emphasize the fact that communication is not a one-way street. Everyone, especially if they consider themselves a leader, has a responsibility to not just communicate clearly, but communicate in such a way that their message lands with the listener as they intended. So, effective communication requires us to constantly change our approach to match the listener we are addressing according to their preferences. Really, this is what the “love languages” are: different modalities in which we prefer people to express their care and concern to us. All of us appreciate it more when someone communicates with us in a way that matches our preference, because that alone shows that the other person respects and values us enough to put us before themselves. And if you take the “language” metaphor a little further, you can see why learning the other person’s preferred form of communication is so important. When you go to another country, if you want to be understood, you don’t require that everyone else learn your language; rather, you take on learning their language so that you can communicate effectively with the people there. In many cases, refusing to even attempt do so is seen as rude or arrogant, and in all cases, it is completely counter-productive if you want anyone understand what you’re saying!

When it comes to leadership and engagement, these same principles apply to organizations, perhaps even more so than in our personal lives. While everybody wants to be trusted, treated fairly, respected, and so on, what makes us tick and what has the greatest impact on us often differs from one person to another. This is why learning each person’s workplace “love language” and using it effectively has a profound effect on employee engagement, and is an indispensable skill that every leader must strive to practice.

By now, just about everybody is practicing some sort of personalized marketing when it comes to customers. From the grocery stores that collect data on the shoppers and send them coupons for the items they regularly purchase, to the intel that is collected on social media so you get ads for weeks about what you just Googled a few minutes ago. If we are so eager to cater to the specific needs and desires of our clients, most of whom we maintain only transactionships with, wouldn’t it make sense to find out and act on the preferences of our employees, who by the way, are the ones serving our clients?!

Of course, this is being done in a variety of ways in different places. I came across one company a few years back who kept a database on each employee, which was partly filled out by the employee and partly populated by others who found out about the employee’s preferences. They had information like the employee’s favorite store, so when and if they wanted to recognize the employee and reward them with a gift card, they would give them a gift card from their favorite store. This actually isn’t a bad approach, but it would probably need to be done in a close-knit, high trust workplace, or some people might have misgivings about a “1984”-style database of their personal preference and it possibly being abused.

For people working in a (national) culture other than their own, one way to show that they care about others is to take the time to understand and abide by the local traditions, or at least be sure not to commit acts that signify total disregard for their coworkers. For me, personally, I have seen that even the smallest gestures have always gone in a long way in the dozen or so countries that I have done work in. By the same token, I have seen the opposite cause irreversible damage, where “minor” faux pas on the part of people who think certain traditions aren’t a big deal or “shouldn’t” matter almost cause an international incident! While working in Thailand, I literally had to ban a highly sought-after technical resource from coming back after he repeatedly ignored the feedback on how serious an offense it was to use one’s foot to keep the door open or kick the chair someone was sitting in.

A great place to start with practicing this communication skill is to begin paying attention to what the people around you value most, and then serve it up every chance you get. This has to be done sincerely, because you actually care about treating others in the way that they want be treated, not just so you can exploit people’s preferences to get a better response from them. Again, just like the 5 Love Languages, while everybody probably appreciates receiving a gift or hearing words of affirmation, we appreciate some gestures more than others in accordance with our preferred mode of communication.  Below are a few ideas to get your started.

The most prevalent of the workplace love languages I have some across are as follows:

• Appreciation and Acknowledgement – While we all want to know that our efforts are appreciated, some people are infinitely more affected by words of praise on one hand, or acts of recognition on the other.

• Availability and Accessibility – Making yourself available and ensuring that people have access to you goes a long way. They may hardly ever take you up on your open door policy or the fact that they can call you if they need you, but just knowing that you are there for them makes a difference.

• Information Sharing – While everyone prefers to have the information they need to do their work, some people thrive on being in the know and being the first to be let in on new information that isn’t common knowledge yet. I knew one such person for whom “breaking news” was like oxygen and I made sure that they were one of the first ones who had the scoop on what was going on, even if it was just a few minutes before others found out.

• Challenge – Some people thrive on being given a challenge. Otherwise, they get bored and feel underutilized, or maybe even undervalued and disrespected. Giving them the opportunity to tackle some of the greatest challenges that the organization faces is a win-win proposition for everyone.

• Development Opportunities – Here again, while everyone would appreciate the opportunity to grow, some are much more energized by being given the opportunity to lead an initiative or attend a class that will help them grow and expand their influence.

• Interest in their personal life – This one is not for everyone. Some people would prefer to keep their personal affairs private and not necessarily discuss what they have going on at home with people at work. However, for those who appreciate that you care enough about them as a whole person to remember their kids’ names and ask them about the specific things that are going on in their lives, this hits the spot.

• Solicitation of opinions – When you go the extra mile to specifically ask someone’s opinion about something and then listen, it says something about how much you value them. For some, this intentional inclusion, if nothing else, means the world to them.

To reiterate a point, I must stress identifying and practicing the workoplace love languages must be done authentically and with the genuine intent to create a positive experience. That can never be effectively done if your motive is to manipulate and use any of this as a strategy to get what you want, because people can sense that a mile away. If you are sincere in your attempts, however, even if you don’t get things perfect, people will appreciate the fact that you are even trying and give you the benefit of the doubt.

I’m sure you can think of many other ways in which to make others feel valued, but rather than getting overwhelmed with figuring out the countless ways in which you can approach this, start with the categories mentioned above. Begin to figure out which ones apply to the people you work with, by observing how they prefer to receive communication and acknowledgement. You can always build on this when you get a few wins under your belt.

Thanks for reading this post all the way through, I hope it made a difference for you! I just want to let all my followers and readers know that some big changes are coming to the blog and the website this summer. My team and I are very excited about what we have planned, and we know our community of readers and followers will be too! I can’t wait to share the news with you, so make sure you keep up with me on Facebook and LinkedIn.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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If you’ve ever worked in organizations where people were working in silos, you know how counterproductive it can be. In organizations like this, rather than working together to create synergy, team members work against each other with the aim of optimizing their own interest, at the cost of significantly sub-optimizing the interests of the organization as a whole. And since even those working toward their own ends are part of that whole, by pursuing their own interests they are also paradoxically working against them at the same time.

The leading cause of silos being formed is that team members feel that nobody has their back and they feel compelled to seek refuge in the company of those they find to be most like them. In this sense, silos, or any other kind of insular group, is really just the result of our natural human tendency to seek out community, especially when we feel that we have been abandoned by the larger group. Before you know it, people in these silos lose all sense of what is right or wrong with respect to the organization, and they become entrenched in what they consider to be in the best interest of the group of people they identify with.

Again, this is done in ignorance of the fact that every silo is still part of the larger organization, and preferentially favoring the former over the latter is the equivalent of cutting off one’s nose to spite one’s face. Eventually, having multiple silos all compete against each other, while the organization languishes as a result, becomes a self-limiting and self-defeating situation. As Lincoln famously put it, “A house divided against itself cannot stand.” Of course, not everyone understands the truth of this situation, usually because they can’t see the forest for the trees, or because they are ignorant of the laws of interdependence that govern all cultures, society, and reality itself. Sometimes, it is simply because, as humans, we often fail to practice foresight to see what future effects our current behaviors will lead to down the road, and as such, we prioritize our present enjoyment over our future well-being, even in cases when the trade-off should be obvious.

Then, there are also those who cravenly exploit this no-win situation for their own benefit, and then pack up and move on once it has reached its inevitable goal of ruin for everyone involved. In fact, I knew one so-called leader who would actually leverage this dynamic to his personal advantage. He would intentionally pit people against each other and while they were at odds, he would control and manipulate them. He was, of course, not a leader at all, but people didn’t realize it because they were too busy fighting amongst each other while he threw gas on their fire to keep himself warm. It eventually became clear to the entire organization that this person was more of a “cult leader” than anything else, but by that time much damage had been done and they had presumably moved on to their next victim.

What becomes prevalent in divided organizations is the extreme levels of hypocrisy and double standards. People pointing to the speck in “the other people’s” eyes while they have a plank sticking out of their own. But it is not always an evil-intentioned leader with a divide-and-conquer strategy who instigates this problem. Left to our own devices, and in the absence of intentionally breaking down barriers, we tend to migrate to such a state anyway. Good organizational design and a healthy collaborative culture are supposed to help counteract this natural tendency to break into silos, by uniting the organization around a common vision that benefits everyone, but we all know that that isn’t always present. So, when it starts, at first, it seems like no big deal. As our allegiance to our silos builds up slowly, just like a frog slowly being boiled, we don’t realize just how disconnected we’re becoming from each other, the organization, and reality until it’s too late. Eventually we develop one set of standards for everyone in our silo, and another set of standards for everyone outside of it, with no thought to consistency or integrity.

I once worked in an organization where I had the responsibility to deliver the annual wage and benefit changes to employees who were on two different systems, depending on whether they were salaried or hourly employees. Traditionally, the hourly employees were more outspoken about their disapproval of the amount of increase, while the salaried employees would get together and talk about the hourly employees and how ridiculous it was that they complained so much, and so on. They would get on their high horses and criticize to their heart’s content. Then, one year, the changes made to the salaried people’s benefits turned out to be less than ideal. You should have seen the reactions of the same people who routinely ridiculed others for their supposedly “childish” behavior. It was ten times worse! And yet, as this was pointed out to them, they had all kinds of reasons why their situation was different, and their behavior was justified, which just made them look even pettier and hypocritical by comparison. And all that could have been avoided if they had just practiced empathy from the beginning!

The simple cure to divisiveness and hypocrisy is indeed just a little empathy. If we could just look at the world through someone else’s eyes before we echo others in our silo and join in on the chorus of criticism, we would eliminate so much pain and suffering and improve the results and morale of the organization by leaps and bounds. Putting ourselves in others’ shoes would also counteract the tendency to even form competing silos in the first place. Because, by guarding against our natural tendency to fall into the naïve solipsism of a child, which assumes that only our experience is real and only our interests matter and that everything is “mine,” we naturally become more receptive to win-win solutions that benefit us, others, and the entire organization, and lay the groundwork for a virtuous cycle of continuously improved results and satisfaction. This solution is simple, but by no means is it easy! But the hard truth is that either we must choose to practice empathy on our own terms or eventually, when everything comes crashing down and we have nothing except the people around us, we will be forced to do so to survive.

Sometimes empathy is thrust upon us when we least expect it, but when we most need it. I witnessed this years ago when my wife and I lived in a city that was still pretty much segregated along racial lines, in the late 1980’s. As dismaying as it is that this happened only 30 years ago, at the time, as an inter-racial couple, we were limited in where we could live because of the bigotry entrenched in the culture of this society. Despite the fact that we were simply trying to live our lives the same as everyone else, we weren’t afforded that basic decency that empathy would have revealed as everyone’s fundamental right. Some people would have preferred that she stay on her side of the tracks, and, I’m sure, that I “go back to where I came from.” (Obviously we didn’t acquiesce before these racist “unwritten rules,” but that’s another story for another day.)

Things had been like this as far as I can remember, probably as far back as anyone can remember, until one day, there was a flood that affected 70% of the homes. And for a season, while the city was recovering from the devastation, the most beautiful thing happened. People set aside their feelings of superiority and animosity and bigotry, and they came together as one community and worked shoulder-to-shoulder to restore the homes and neighborhoods. They had been forced to empathize with one another as human beings, rather than demonizing and dehumanizing one another, because failing to do so was the difference between surviving or perishing. The key here is not that they gained some brand new ability when catastrophe struck, but that they were forced to practice their ability to empathize, an ability that they all had all along, because the world made them see that, in the grand scheme of things, it’s either united we stand or divided we fall.

Do we have to wait for a natural disaster to force us to see the good in each other? Does the world need to be invaded by aliens for us to set aside our bickering and recognize that we’re in this together? Do we have to put up with a dictator for a boss and suffer the divisive nature of how dictators operate, to recognize that coming together and collaborating creates a better workplace for all of us? Worse yet, do we have to create such a dire situation in our organizations or our communities that practicing empathy and civility and basic human decency is literally the only thing preventing us from going under? I should hope not! And I know that most of us, even those in silos, don’t want it to come to that. But, as I’ve mentioned before, the world doesn’t respond to how we feel or what we want, only to what we do. And the world is a strict taskmaster; if we fail to learn its lessons the first time, they just keep getting harder until we do!

Whether you are a leader in your organization or not, you can and must take steps to unite people. You can facilitate dialogue between silos, rather just finding one and crawling into it. You can stop shouting out the same thing that the people in your silo are chanting and begin to examine whose thoughts you are actually thinking and who it benefits for you to do so. You can begin to try imagining the world through the eyes of others and use foresight to work towards what is in the greater interest of the whole organization or community. You can take steps to equalize the power between the “haves” and “have nots,” rather than trying to make sure you don’t end up being one of the “have nots.” You can reject your boss’ ways of dividing and conquering people and take a chance on speaking up for what’s right. If nothing else, you refrain from judging someone else’s actions if you’ve never been in their shoes. Above all keep in mind that “this is the character of perfection: that the more a unity consists of diverse elements, the more that unity is perfect.”

There is no honor in perpetuating the status quo for your own benefit at the expense of the greater good. And there is no ultimate benefit of doing so either, because whatever short-term or narrow gains you make in the present come at the expense of the long-term wellbeing of that society or organization in which you “live and move and have your being.” There is no better time to develop and practice empathy than the present, while we have the choice and opportunity; if we don’t do it now, we risk having neither in the future.

Thanks for reading this post all the way through, I hope it made a difference for you! I just want to let all my followers and readers know that some big changes are coming to the blog and the website this summer. My team and I are very excited about what we have planned, and we know our community of readers and followers will be too! I can’t wait to share the news with you, so make sure you keep up with me on Facebook and LinkedIn.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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A menos que seas Jefe de Estado o tengas un cargo importante en el gobierno, lo más probable es que te preguntes, “¿Qué tiene que ver mi carrera profesional con la paz del mundo?” Mi respuesta es “¡absolutamente todo!” Es así de sencillo. Mientras que algunos nos ocupamos por cerrar tratos o por encontrar soluciones parciales para evitar que la gente se mate por un pedazo de tierra o por sus creencias ideológicas, la mayoría nos hemos olvidado de la simple verdad que la clave para un mundo de paz son personas de paz.

No pretendo ser una autoridad en el tema de cómo adquirir paz interior, pero existe al menos una faceta de lo que es en sí la paz y la prosperidad respecto de lo cual sí se al menos una o dos cosas, y eso es, cómo crear ambientes de trabajo donde las personas se sientan inspiradas y satisfechas y con ello evitamos que regresen a sus casas y “pateen a su perrito”. Simplemente existen demasiadas personas,  rebasan el 50% según algunas estadísticas, quienes simplemente no se sienten satisfechas con sus trabajos, lugar en el que invierten la mayor parte de sus horas despiertas. He sido testigo del efecto dominó dentro de un lugar de trabajo sano, donde las personas se sienten satisfechas con sus trabajos /carreras profesionales, generan paz en abundancia y prosperidad en las vidas de los demás. Existe tal demanda que me he podido dedicar a crear justo ese tipo de culturas de trabajo donde las personas prosperan y las empresas florecen, así como desempeñándome como coach para enseñarle a otros a hacerlo también. Cabe aclarar, en esta ocasión, nuestra publicación se centra en qué podemos hacer, cada uno de nosotros, no nuestros jefes ni los altos directivos, para conseguir una plena satisfacción en el trabajo justo donde nos encontramos, o bien, para liberarnos con tal de perseguir y lograrlo en otro lugar.

Comencemos por examinar la naturaleza de un trabajo o carrera poco satisfactorio y cómo es que podría alguien encontrarse atascado en un lugar así. Existen una variedad de factores que contribuyen a que nos sintamos insatisfechos con nuestros trabajos. Un mal jefe se ubica hasta arriba en la lista porque todos sabemos que un buen líder generalmente nos ayudará a superar y nos compensará de alguna manera por todo aquello que nos disgusta de nuestro trabajo. Más allá, existen muchas otras causas tales como el carecer de amor y pasión por la carrera que hemos elegido, o bien el carecer de habilidades y destrezas especiales o de la competencia requerida para desempeñarnos con éxito en nuestro trabajo logrando resultados extraordinarios y recibiendo el merecido reconocimiento. Otras causas comunes incluyen el sentirse marginados de alguna manera, que no están recibiendo un salario o un trato justo, o el simple hecho de estar aburrido al no lograr visualizar adelante un futuro que entusiasme.

Sea lo que sea que detone a las personas a sentirse infelices en sus carreras profesionales, existe algo que tienen en común aquellos que se sienten atascados en trabajos poco satisfactorios: Todos han elegido permanecer ahí y continuar insatisfechos en lugar de emprender la acción. Si la palabra “elección” captó tu atención, por favor no cambies de canal. Te aseguro que esta edición hará una diferencia en tu vida si pones en práctica lo que aquí sugiero y si eres perseverante.  Nadie queremos otro sermón sobre cómo todos tenemos siempre una elección. Elegimos presentarnos a trabajar todos los días en un lugar que no soportamos sólo porque sabemos que de no hacerlo correrían graves consecuencias. Me he encontrado varias veces en mi vida en ese lugar sofocante donde permanecía por pensar “no encontraría un mejor trabajo” o, “no puedo perder los beneficios asociados con mi antigüedad y prefiero aguantar unos años más,” o, “no considero que pueda ganarme la vida haciendo lo que en verdad amo,”  o, “No quiero echar por la borda años de experiencia en un campo especializado para empezar de nuevo, desde abajo, en un campo que realmente me apasiona,” o, “podría poner mi propia empresa, pero no quiero asumir los riesgos de ser emprendedor,” — existen diversos. Cualquiera que sea tu razón, comprendo que para ti, es válida y real. También quiero que consideres que muchos de estos pensamientos están enraizados en temores, creencias falsas que te limitan, así como supuestos que simplemente no son reales, aún cuando aparenten serlo. Permíteme desempacar un poco más este asunto y brindarte algunas acciones concretas que deberías considerar a lo largo de tu expedición rumbo al éxito profesional.

1. Responsabilízate por tu satisfacción profesional – Tú y sólo tú eres responzable y el encargado de buscar y obtener satisfacción profesional. Las demás personas jugarán un rol crucial en tus logros pero deberás dejar de culpar a otros cuando las cosas no resulten como planeabas.

2. Toma ya la decisión de no conformarte jamás con un trabajo poco satisfactorio y cargate de intención y busca esa recompenza ya sea en tu actual trabajo o ve tras el éxito y logralo fuera. Puede que aún no sepas cómo lo lograrás, quizá no ocurra mañana mismo, y puede que tengas una larga lista de preocupaciones. Sin importar todo lo anterior, esta decisión por sí sola generará una posibilidad, si eliges ir tras ella tu experiencia en relación a tu actual situación de inmediato se transformará porque ahora ya sabes que no importa que tan mal estén las cosas hoy día, ESTARÁN MEJOR en el futuro.

3. Define en términos concretos lo que para ti significa el éxito  – Ve más allá del cargo que desearías ostentar y considera todos los aspectos de tu carrera incluyendo el tipo de trabajo, su ubicación, nivel de contribución, sueldo y prestaciones, etc. Luego, divide tus preferencias en aquellas cosas que “tienes” que tener, cuestiones que no estás dispuesto a negociar, y por otra parte esas cosas que “te gustaría” tener. El contar con esta clase de claridad guiará tu proceso de toma de decisiones.

4. Haz una evaluación de tu actual trabajo tomando en cuenta los siguientes tres factores, primordialmente pasión, destrezas, y demanda para dicho producto o servicio.  Tal como si ilustra aquí debajo, los trabajos que detonan máximos niveles de satisfacción son aquellos que se alinean con tu pasión y destrezas, lo cual tendrá como resultado final la producción de un producto o servicio con mucho potencial de mercado. Pero si llegara a faltar tan sólo uno de estos tres factores, te verás obligado a elegir entre tomar el curso indicado o cambiar de trabajo y buscar el éxito en otro lado, pero si eliges quedarte atrás atorado, repara en las palabras de Stephen Stills, “¡… si no puedes estar con quien amas, … ama a esa persona con quien estás…!

5. Ten muy claro si el trabajo que realizas:

a.      Contribuye a alguna causa que te sea relevante a ti
b.     Tiene un impacto, contribuyes y recibes el merecido reconocimiento
c.      Está apuntado hacia un futuro brillante lleno de éxito cósmico
d.     Te brinda conocimiento práctico y oportunidades de crecimiento
e.      Está bien remunerado

Siguiendo la lista a continuación, haz una a una las preguntas a modo de auto-reflexión y de manera periódica pídele su perspectiva a tu jefe directo:

6. Elabora un Plan y Ejecuta tu Plan – Prepárate para ser espontáneo y aprovechar oportunidades no previstas que se presenten en tu camino, pero siempre cuenta con un Plan Base que señale importantes Eventos con los que habrás de cumplir.

7. Construye y Cultiva tu Red de contactos – No esperes hasta que necesites algo. Descubre oportunidades para establecer relaciones mutuamente benéficas con un genuino interés de brindarle valor a los demás.

8. Pide retroalimentación, escucha y ponla en práctica – Busca comprender el punto de vista de los demás en cuanto a tu nivel de desempeño y destrezas.  Si tu jefe no es el más elocuente comunicador del mundo, toma la iniciativa haciéndole preguntas específicas.  En vez de decirle, “Déjame saber si tienes alguna retroalimentación para mi,” exprésale, “¿Qué hice, una cosa en particular, como facilitador durante la reunión de esta mañana, que a ti te haya parecido que fue muy buena??” or, “What is one thing I could have done better in running the meeting?”

9. Haz ese trabajo que amas hacer en tu tiempo libre, de forma gratuita en caso de ser necesario – Esta es una muy buena estrategia por diversas razones: Mejorarás con la práctica, estarás realizando una contribución, y estarás rodeado de espíritus afines a ti quienes muy posiblemente serán un enlace a oportunidades.

10. Trabaja ardua y continuamente en mejorar – No esperes una progresión extraordinaria donde rápidamente asciendes de un puesto al siguiente si tu contribución es promedio. Siempre deberás buscar y capitalizar esas oportunidades donde aprenderás y mejorarás tus habilidades y nivel de contribución.

Incluso si no encontraras relevantes estas sugerencias, te recomiendo que identifiques algunas y que intentes aplicarlas y que te comprometas a mantenerte ahí hasta completarlas. Estás dando un primer paso en la creación de la paz mundial, comenzando por ti. Como siempre, me encantaría que me escribieras relatando tus victorias así como tus desafíos y que incluyas cualquier consejo que quieras añadir a este tema. Te deseo que declares audazmente, que persigas valientemente, y que logres lo extraordinario en abundancia.

¡Que tengas una semana fantástica! Por favor, déjame tus comentarios aquí debajo o envíame un email a amir@theghannadgroup.com.

Si le gustó este artículo y desea leer más, puede hacer clic aquí para descargar 3 libros electrónicos que contienen más publicaciones de blog traducidas al español.

This article was translated from the original English by the excellent Rafael Pliego Samaniego of Traduccion Perfecta En La Que Puede Confiar, a company that specializes in translating live for demanding speakers, during summit events, guided tours around manufacturing plants, and webcasts. They have provided exceptional service to us here at The Ghannad Group and come highly recommended for all your Spanish/English business translation needs. You can learn more at speedytranslation.com.mx.

Sobre el Autor
Amir Ghannad es un orador principal internacional, autor de El Líder Transformador, consultor de liderazgo, catalizador de transformación de cultura y fundador de The Ghannad Group. Ha hecho el trabajo de su vida guiar a los líderes y equiparlos con las herramientas, habilidades y la mentalidad necesarias para crear culturas extraordinarias en el lugar de trabajo que brinden resultados innovadores. (Esta parte es una traducción automática, así que perdone los errores encontrados aquí).

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2020 The Ghannad Group, LLC, All Rights Reserved.

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Over the weekend, I got an unscheduled call from one of the employees at a company that I’m currently doing some consulting with. There was nothing unusual about that in itself, as I had made it clear that I was available to pretty much anyone within the organization whenever they felt the need to reach out. This particular person was calling specifically to ask for my help in getting out of “the stands” and getting back “on the court.” He had just found out that he had been turned down for a promotion that he felt he deserved. He had been doing all the right things and he just knew the formal announcement was coming, only to find out that someone else had gotten the position. Needless to say, the news had left him seriously demoralized and disappointed in himself, and he made the wise decision to seek a little outside support.

After some back and forth, it became clear that this person, whose capabilities I respect a great deal, was basically ready to give up on even trying to be a leader. He felt he had been sidelined and he sounded this close to taking his place “in the stands,” where you just talk about the game and criticize others and settle for never being able to make a difference. I knew he was better than that. More importantly, he knew he was better than that, and that is one reason that the experience took so much out of him.

In the beginning, the conversation was understandably a lot of doom and gloom and, quite frankly, I wasn’t sure if there was anything I could say to make a difference for him. But within 15 minutes, we discovered the true source of his anguish, and he was able to completely shift his mindset to getting back “on the court” like never before. Although we talked about a few topics on our short call, clearing up one very important misconception ended up being the key to him completely turning his outlook around, and that’s what I want to share in this post.

What we discovered was that he was making himself wrong for being disappointed, but to add insult to injury, since he knew better than to make himself wrong for anything, he was making himself wrong for making himself wrong! It wasn’t necessarily that he had been passed over, and not even that his initial reaction to it, but rather what he was making that reaction mean about him, that was causing him all this anguish and despair. More than anything, his disappointment in himself for being disappointed and demoralized was responsible for the downward spiral of his morale and self-esteem.

It wasn’t necessarily his boss’s opinion of him, but his opinion of himself that had him concerned. He basically said that he had previously thought of himself as a good leader, but after seeing how much being passed over for the promotion bothered him, he concluded that he must not have what it takes, because a true leader wouldn’t let such “petty” things upset them.

What I was able to have him see was that feeling disappointed or even angry did not disqualify him as a leader. On the contrary, it is completely natural to feel such emotions when you’re committed to achieving a certain goal and then you fall short; feel bad when something bad happens is exactly how it is supposed to be. We all experience negative thoughts and emotions that aren’t fully within our control, but that’s just part of what it means to be human. And if there’s one thing that I know, it’s that being an imperfect human does not disqualify you from being a leader. In fact, being human means that, even though we don’t always get to choose our thoughts or feelings, we do get to choose what we do in response to them.

Back on the call, I reminded him that, while he couldn’t be blamed for the immediate emotions that showed up, only he was responsible for the intentional actions he took as a result. Since he was quite familiar with the chapter in my book titled “Keep the Passion, Ditch the Drama,” we were able to quickly come to the conclusion that while it is ideal to identify and prevent drama when possible, the next best thing would be to acknowledge when we have entered the drama zone and work on getting back in the passion zone.

By definition, we all experience negative thoughts and emotions more than we would like, and we have all had bad days, weeks, or months. We all have different flaws that make us susceptible to these reactions, but there is one thing that is true for all of us, and it is this: There is almost nothing else that exacerbates our negative experiences quicker than thinking that we shouldn’t be experiencing them to begin with! So, some of the best advice I can give to my fellow leaders out there is, “If at all possible, don’t ‘should’ yourself.” And when you inevitably do just that, try not to make yourself wrong.

Through abundant personal experience, I have found that, without a doubt, making ourselves wrong always creates more anguish and strife than whatever it is we are making ourselves wrong about. We suffer most not from the way things are, but from the belief that they should be otherwise, and this is especially true when we believe that we should be otherwise. And as I always say, it happens to the best of us. In fact, the deeper you are into your leadership journey, the higher your expectations of yourself will become, and the easier it will be to condemn yourself fail to live up to them. But, as a leader, since your reach must always exceed your grasp, it couldn’t be any other way. Likewise, the bigger the transformation you are out to create, the more likely it is that you will find yourself falling short of being able to do just that. We have to remind ourselves that failure is part of the process, and so is feeling bad about it when it happens. And the key here is that there is nothing wrong with any of that.

If there is one thing I want to leave you with, it is this: you don’t have to be perfect to be a leader. In fact, you can’t be perfect if you want to be a leader, so there’s no point in even trying to be. Unless you have tasted defeat in that arena, and wiped the dust, sweat and blood out of your eyes, and unless you know what it feels like to fail over and over again only to get back up just one more time, you can never help others do the same. You can’t lead other human beings without being human yourself, with all the frailty and imperfection that comes along with it. So, be grateful that you aren’t the perfect leader you aspire to be, be grateful that you get to walk the path of excellence.

So, by all means, do what you can to remain proactive and positive, but when your emotions get the best of you, remember that it doesn’t mean anything. If you’re making yourself wrong, there’s nothing wrong. And if you are making yourself wrong because you’re making yourself wrong, there is still nothing wrong. Don’t use your feelings as an excuse to label yourself and take yourself out of the game, and when you end up doing just that, don’t use that as an excuse either! Instead, take the time to experience whatever is there and focus on getting back on track. One easy way to do that is to answer the three questions outlined in the chapter in my book titled “Life Lessons from a GPS,” which you can download for free right here. And, of course, don’t hesitate to reach out to those willing to support you in getting yourself out of a rut, especially when you think you “shouldn’t” have to.

Thanks for reading this post all the way through, I hope it made a difference for you! I just want to let all my followers and readers know that some big changes are coming to the blog and the website this summer. My team and I are very excited about what we have planned, and we know our community of readers and followers will be too! I can’t wait to share the news with you, so make sure you keep up with me on Facebook and LinkedIn.

You can now listen to the new 5-part audio series, “Transforming Your Workplace Experience!" This audio series serves as both a great standalone introduction to culture transformation, as well as a companion to our previously available free culture transformation guide. In the series, I walk you through some applications and examples of the concepts presented in the guide, so that you can more effectively put them into practice and get motivated by the progress you will start making. I know that after learning and applying the concepts and distinctions that I present in the guide and audio series, you will be more qualified than ever to create extraordinary cultures that consistently deliver breakthrough results!

The Transformative Leader Audiobook is available now! I'm so excited to announce that "The Transformative Leader" on audiobook is currently on sale now exclusively on Amazon, Audible, and iTunes! The wait is over for those of you who (like me) prefer to listen to books during their commute or while exercising or simply doing things around the house! If you aren't yet a member of Audible, you can use this link (https://adbl.co/2MZWmaF) and sign up for a free 30-day trial and receive "The Transformative Leader" audiobook for free (plus one credit per month thereafter)!

About the Author: Amir Ghannad is an international keynote speaker, author of The Transformative Leader, leadership consultant, culture transformation champion, and founder of The Ghannad Group. He has made it his life's work to guide leaders and equip them with the tools, skills, and the mindset necessary to create extraordinary workplace cultures that deliver breakthrough results. Download his free e-book, titled 5 Practical Steps to Make Your Culture Transformation Stick by clicking here.

Want to learn more about how The Ghannad Group serve and guide you in your leadership development and culture transformation efforts? Click here
Want to get in touch with Amir? Email amir@theghannadgroup.com

As always, have a great week! May you Boldly Declare, Courageously Pursue, and Abundantly Achieve the Extraordinary!

Copyright © 2019 The Ghannad Group, LLC, All Rights Reserved.

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