Something is heavy enough to demand action, and something happens to make leaders think they have to act “now.” I often call this the twin engines of Big and Now. Few people change and even fewer organizations change without some combination of Big and Now.
Identifying the urgencies (now) and the weight (big) are two of the earliest indicators I extract from a client. That gives me great insight to the likelihood of timely decisions, risks, ability to handle resistance, etc.
If you look at Jesus’ relationship with the disciples, Jesus modeled not only how recruiting and development occurs but also how responsibility is transferred, as He rarely did the work of the ministry by Himself. Sure, He spent time alone, but when He ministered to people, His disciples were always nearby. Early on, they listened and watched Jesus, but soon He asked them to serve with Him. Jesus then flipped the script and asked them to serve while He observed and helped. You see, Jesus wasn’t shirking His responsibility for the mission when He recruited and commissioned His disciples; He was sharing it.
Experts have long encouraged people to “play to their strengths.” And why wouldn’t we want to flex our strongest muscle? But based on my observations, this is easier said than done. Not because it’s hard to identify what we’re good at. But because we often undervalue what we inherently do well.
Often our “superpowers” are things we do effortlessly, almost reflexively, like breathing. When a boss identifies these talents and asks you to do something that uses your superpower, you may think, “But that’s so easy. It’s too easy.” It may feel that your boss doesn’t trust you to take on a more challenging assignment or otherwise doesn’t value you — because you don’t value your innate talents as much as you do the skills that have been hard-won.
Coaches and mentors are really good at something.
For example, if you have a golf coach, he or she needs to be a great golfer. A mentor needs to be equally gifted and successful, but they don’t necessarily need to have an expertise in the specific field of the person they mentor.
The main point for both is that they have demonstrated an apparent discipline and willingness to pay the price for what they have achieved.
We will never be able to completely avoid being busy and having hectic times in our lives. It is the world we live in, and that same world tends to expect us to operate in that kind of environment naturally, too. The workplace tends to be a major hub for busyness and “I barely have time to breathe” days. In an effort to spread my mission for more simplicity, here are some of my tips for simplifying your workday.
Video of the Week: 4 Painful Results of Insecure Leadership