Expanding our Patience While Limiting our Reactivity By Understanding and Practicing Our Emotional Intelligence
The past few weeks, I’ve been thinking more about patience, and just how important being patient is in all aspects of life. For sure, patience was, and is, something that I continue to be present to, as patience was, and still is in some ways, something that is a developmental opportunity for me.
How do you feel about the concept and practice of patience? Do you think it affects how we interpret the world, and how we, for instance, function at home and work?
I think it does affect all aspects of our lives, whether we are aware or not.
In this post, we’ll explore a couple of ways to expand the concept of patience by unpacking the stimulus response system, and by exploring ways we can increase our patience, or, conversely, decrease our reactivity. Ready? Good. Here we go.
The Stimulus Response System
In some ways we are programmed to respond to our environments. As we navigate our environments, our brain takes in data and information, let’s call them inputs, processes them, and then runs through a selection of outputs, or responses. Pretty simple, yes?
Yep, pretty straightforward. The issue? Good question. Well, if we never question our responses, and simply react, we can become reactive, which means that an event occurs and we react without pause. Super helpful in an emergency situation.
In a non-emergency situation, however, it is not always as helpful. There are ways, however, that we can slow down the stimulus response system, which creates a space for more choice.
Emotional intelligence has been written about for a long time. Very simply, having emotional intelligence means that you understand that there is a space between a stimulus and response, and you can access this space. Accessing the space between a stimulus and response, also means that you are able to make more choices and handle emotions that arise more readily. Important.
Learning about and practicing emotional intelligence is important for all aspects of life, and is particularly effective in our relationships. When we can slow down and increase our choices, we, at the same time, increase the outcomes that are possible in each situation.
Home and Work
As we learn more about our emotional selves we create the opportunity to reduce reactivity, and understand our own humanity. For instance, anger was something that was present for me a lot of my adult life. There are many reasons this is so, knowing today, I was only ever upset with myself for not living the fullest life possible. Knowing this is helpful.
Additionally, understanding that anger can arise, and not mean that I am an angry person is also helpful. We must be careful with the concepts we internalize. If we internalize concepts, such as anger, as part of who we are as a human being, we then become an angry person. It’s just how it works. If, however, we understand that anger is an emotion that, like our thoughts, will arise, yet is not indicative of who we are as a human being, we are immediately freed from the concept. Super helpful and liberating.
Further, it is important to understand that our emotions not only affect us, they affect everyone around us, even if we are unaware. It’s not possible, for example, to carry anger, and to not give it out. We will. And, when we do, then all we see is anger, because, in fact, that’s what we are creating.
However, when we learn about and practice strategies that can increase our emotional intelligence, and at the same time, slow down our reactivity, we have new choices. New ways of being, and of releasing old concepts that we once believed in.
Emotional intelligence has a direct impact on our patience. When we slow down our impulse to react to external stimuli, such as other people and events, and internal stimuli, such as thoughts and emotions, we create a space to choose being patient over being reactive. Important.
And, in the space we create to be more patient, we get to choose from a plethora of ways to respond (not react) to a person or event. Powerful.
There is one practice that has been instrumental in my practice of my own emotional intelligence, and that is meditation. I’ve written about meditation lots of times, and, in fact, it has been scientifically documented that meditation decreases reactivity.
As our reactivity decreases, we see and experience the world more slowly, our patience increases, and we are able to understand our thoughts and emotions on a deeper level. Which also means that we will understand everyone in our lives that much better as well.
And, when we understand ourselves and those we love and care about better, our relationships begin to blossom. Our relationship with ourselves, yes, and with everyone else. A beautiful cycle.
Current Reality, Future Reality, and Gaining Traction
Alright, it’s been a while since I’ve created a My One Thing post. As I considered this this past week, it occurred to me to write a post about creating a Vision Traction Organizer (VTO). The VTO is taken from the book Traction: Get A Grip On Your Business, by Gino Wickman.
I’ve written about the book Traction before, and highly recommend it for anyone working in the business world, both private and public, no matter the size of your business. It is a very practical and implemtable book.
Alright, so here is what the VTO for the Extended Learning Department at Linn-Benton Community College looked like in year 2.
As you can see, it begins on the left side with the department values and vision and then works all the way to the right displaying the department goals, and issues the department is facing. Hence, traction. Why?
Well, as I’ve written about before, the only way to make a vision a reality, personal or professional, is to actually tie that vision to day-to-day life in the form of smaller goals. When you have your day-to-day activities tied to the vision of who you want to be, or where you want your organization or business to be in, say, 3 years, you will develop traction.
Meaning, you will move toward and likely manifest that reality for yourself, or your team.
Now, since the department’s second year together, well, we’ve had some, let’s say, unexpected things occur, such as the pandemic. Yep, so now that we’ve been living inside of this pandemic for a full year, it was time to start to sketch out the next 3 years.
Here is what it looks like on my white board wall.
If you compare the two, you will see that the revenue goals are much lower than they were expected to be when the original VTO was created in our second year together. That, however, is the reality. And, as I’ve written about before, being clear on the current reality is necessary and needed in leadership.
We may not want to look at the current reality, we may want to instead run and hide from it, yet, it will only follow us if we do. And, in refusing to acknowledge the current reality, just as it is, the people that work in your organization or business, will be confused. Confused because they are not getting honest communication from leadership. Not helpful.
Further, when we don’t stand in and accept our current reality, we cannot create new realities. The only way to create a vision for the future, is to accept reality as it is. Just as it is now. Then work from there. Simple. Yet, this can be hard for people in new leadership roles. Trust me, I know how that feels.
However, you will find that your team, organization, or business, will be grateful when leadership stands in and actively communicates the current reality. For it gives everyone a real starting point.
Alright, that’s My One Thing for this week. The next step will be to take the “whiteboard wall VTO” and put it into a graphics design software package. Once I’ve done that, I will create another post and walk you through some of my thinking about Extended Learning’s next three years. That will be fun.
How often have you thought about a recipe, if you will, that will lead to developing high performing teams? Well, it’s not something that I thought about often until about three years ago.
Though I spent time in leadership in my late twenties, and early thirties, I always worked within a very defined system. And, when you work within set parameters, such as a defined system, there is room for some creativity, for sure, yet not as much as when you work within an organization that has fewer systems and structure.
It is a paradox.
With systems, you get a level of comfort and reliability. With a non system, you get the opportunity to develop systems and be innovative. While the former can feel constricting, the latter unwieldy.
They both have their strengths and weaknesses.
In this installment in the leadership series, we will discuss developing and creating high performing teams in an organization with few systems and very little structure.
Are you ready? Good. Let’s go.
As I’ve written many times, and did so extensively in the second installments of this series, it is my perspective that everything in life starts with our relationships. First, with the relationship we have with ourselves, and then with everyone around us.
And, these relationships form the basis of all that happens within the contexts we create. When people on a team are in relationship with each other, they are able to transcend difficult times with more ease. The team members, and the team, are more resilient.
There are several strategies that leaders can employ to develop high-quality relationships with their teams.
Here are a few of those strategies.
Safe – one of the first things I did in my first year on our team was create one-with-one conversations with every staff member. Literally, creating a safe space where you can get to know everyone, and they can get to know you, is an important first step in any relationship. If you assume you know them, for instance, you will miss out on the subtleties of their personality and their drive as a human being. Further, as you create the one-with-one context, the safety, trust, and reciprocity that blossoms will carry over into other aspects of the team, and will become a standard way you do business. Meaning, people first.
Learn – another strategy I found beneficial in my first year was to learn each person’s job function. Learning from the staff member about their job is the best way to understand, yes, the varying aspects of their work, and also how they perform their work each day. Furthermore, learning from them, and with them, provides you with information about how the team functions. Each person on a team is one piece of a whole, so understanding how each piece functions is important to the overall health and sustainability of the team.
Listen – when you are in conversation with someone, especially in a burgeoning relationship, listening and actively taking in their story is important. In effect, it is more than listening. As a leader, there is information about people, process, and systems, that you need to hold onto. Some of this information you’ll be able to store within you, and some you’ll need to store in other ways. For instance, I have employee files where I can hold pertinent information. Holding and storing information is how we get to know people, and keep the conversations we create with them continuous.
Value – relationships are grounded in reciprocity. Simply meaning there is some kind of value for each person in the relationship. Which, of course, means that when you are interacting with people on your team, the conversations you create with them need to be valuable to them. Sometimes these conversations will be personal, sometimes they will be about business. Likely, the conversations will be a mixture of both. Regardless, the conversations need to provide value.
Alright, there are a few strategies you can use to begin creating relationships with your team. Though I have much more to write about this topic, know that if you create safe spaces where you can learn about the people you work with, listen well to them while holding and storing information about how they are doing as human beings, and always ensure there is value in the conversations you create with them, you are off to a wonderful start.
As your relationships develop, you will naturally begin to look at how the team functions. What are their processes? What are the systems?
Well, as was aforementioned, when you work in an organization with few processes and structures, you get to create them all. Well, maybe not all, yet you do get to create many, and for surely recreate all of them.
Processes and Systems
What is a process? A process is simply a step-by-step rubric, or guide, of how something gets done. And, a system? A system is like the glue that holds all of the different processes together. Make sense? Good.
Now, in my first year on this job, I said something like, everything we do needs to have a process. At that time, there were large chunks of work that did not have a process. Whether you are on a team with lots of processes and systems or not, there are simple steps you can take to ensure your processes and systems are working well.
Ask questions – human beings love consistency and patterns, or habits. Meaning, that if, when, we don’t question the processes we use, we just keep using them. Not necessarily because they work, but because they are there, and have “worked” for so long. Ask questions. Ask, why we use the processes we do, and you will find out which processes need to either be upgraded, recreated, or created anew. We’ve either upgraded, recreated, or newly created every process in this entire department in the past 3.5 years. And, done it twice! The pandemic brought with it the need to upgrade, recreate and newly create processes again.
Upgrade – sometimes process upgrades will suffice. If the process is sound, and people know their roles and responsibilities inside the process, yet, there are still ways the process can be improved, a simple upgrade may be needed. When working in teams it is extremely important to have everyone that “touches” the process in the conversation when upgrading the process. It is likely that your team members will hold their work inside the process tightly. Meaning, changing the process they’ve been doing for years will be difficult, which is why asking questions is an important first step. Once you gain an understanding of what needs to change, based on collective feedback, you can set out, with the team, to make the necessary upgrades.
Recreate – sometimes a process will be so old that it will need to be recreated. Meaning, that though the process is old, there are still parts of the process that make sense for how the team functions and the goals they have, yet modifications are needed to bring the process into the current reality. On the team I work on, we did a lot of process upgrade and recreation in the first two years. Very normal.
Newly Create – when, however, a process no longer serves the current business or program model, it is time to create new processes. How do you know? One clear way to know is that the work is not moving forward. Another way to know is there is confusion on the team about the outputs and outcomes of the process. Simply meaning, that the outputs and outcomes of the process have probably changed, which will require creating a new process to satisfy the new outputs and outcomes. This past year, the team and I have created completely brand new processes for everything we do. Really. Everything. Why? Because every output and outcome has changed inside of the pandemic. Truth.
Document – one thing we did not do as a team until the second year was document all of our upgraded, recreated, and newly created processes. Super important. Documenting your processes ensures that you have held how the process functioned at a single point in time. And? It will likely change in the future. However, if you don’t have the process documented, you will not have a history to look back upon to understand the how, when, why, and where, for instance, of that process change. Further, people need a rubric of sorts to help them hold all of their work. Helpful.
Here is a quick example of a process map.
Alright, there are a few steps you can take to assess and begin to upgrade, recreate, and or create new processes on your team. Let’s discuss systems for a brief moment.
Systems are also needed and necessary on teams. Though, I will say, especially on teams that are highly innovative, maintaining one system can be challenging. The team and I are currently working on creating this system, which includes several parts.
Project Management System
Today, we use two of the three tools listed above. Yet, when they are organized in such a way, they can, and will for us in the next year, create a unified system of communication and connection. It looks like this.
In this oversimplified vision board, we can see how people, process, and systems are interconnected and correlated. When you are communicating with each other through your processes, and your processes are embedded in a system, each part of the whole is in communication and is connected. Fun.
Well, that wraps up this first installment of Part 3 of the Leadership Series. What’s next? Good question.
I have one more installment on developing teams to discuss with you, which will come in the next week or two. In that installment of Part 3 of the Leadership Series we will discuss getting into action and the resulting traction that occurs on teams when everyone is moving in the same direction.
Remember, leading teams is just like leading yourself, though, yes, more complex. However, when you create safety, learn, listen, and value each other, which starts with the leader, teams can become high functioning, creating amazing outputs and outcomes for the communities they serve. It is beautiful to see and be a part of.
Now, I want to look at intention five ways. Here they are.
The Head and Heart
The Field of Experience
Ready? Good. Here we go.
When I use the term, or concept, head, I am referring to our intellect. The way we think about ourselves and the world. How we think about ourselves and the world has a direct impact on our intention.
For instance, if we believe we are incapable, and the world is a scary place full of bad people, our intention will follow. However, if we believe we are limitless, and that, generally, the world is full of good people, our intention will follow.
Why does this matter?
Because we are the creators of all of our experiences. And, how we think matters in relation to creating the life we want to live. If we are overcome by negative thoughts patterns, we will continue to live in a world full of those negative thoughts.
Meaning, that we will continue to get back very similar looking experiences to how we think about who we are as a human being.
We can actually say that in the head is where it all starts. Yet, it’s not where it all ends.
When I use the term, or concept, heart, I am referring to our intuition. It’s that “gut feeling” we get about ourselves and the world.
Unfortunately, in the United States, intuition is not regarded as important as the intellect, which, in my estimation, is a thinking error. It is a thinking error, because many scientific experiments, breakthroughs in theory, and research, are made through intuition, even if the researcher or scientist is unaware or in denial about this truth.
Factually, human beings feel their way through much of their lives. Feeling through that inner-knowing, which guides us through our experiences, both wonderful, and difficult.
Therefore, our intuition is a big part of how we create and set our intentions. How we feel about our personal and professional lives matter. As does how we feel about the future self we want to create.
The Head and Heart
When we have alignment between our head and our heart, our intellect and intuition will blossom. Many people have a direct conflict between their head and heart. Some are aware about this truth, and some are not.
When we are aware, we can make changes, creating alignment between the two. When we are out of alignment between our head and our heart, we are in a sort of perplexed state.
Have you ever wanted to try something new, and your intellect felt confident, yet your intuition told you a different story? Sure. It happens to us all.
However, if your daily experience, like mine once was, is like this, constantly struggling to make decisions, unsure and worried about the future, it may be because your head and heart are misaligned. It’s not a problem if this is the case, it happens.
What’s important is finding out why there is misalignment, and working towards realignment.
Alright, now that we’ve talked about the head and the heart, and alignment between the two, let’s talk about the field of experience, and setting our intention.
Field of Experience
What does the field of experience mean? Good question. In this discussion, it means all the information we take in and give back out within the contexts we navigate.
Here is a simple picture of how I view the field of experience. Yes, yes, I know, I’m not an artist. Well, not that kind of artist. You know, writing is an art. Anyway, I digress, here we go.
Now, let’s take each of these concepts one at a time and unpack them a little. Here we go.
As we can see in the above example, we have a field that we experience. That which is in front of us. And, within this field of experience, we are always receiving information. The information we receive comes in many forms, mostly in terms of verbal and nonverbal information.
We take in all of this information, whether we are aware of it or not, and assimilate it into schemas about our lives. The information that fits, makes it into these schemas, or narratives, and what doesn’t, well, we sort of block it out. This blocking is also known as a blind spot.
Now, when we are aware that we function in this way, we can work to ameliorate these blind spots. How? By being open to new experiences and new information, which we don’t quite understand, until, yep, we understand it, and can assimilate it.
And, just as we have new information coming in, we are always creating new information and sending it back out into the world, or, in this example, our field of experience.
As was aforementioned, as we take information in we also give information out. We give information out in the form of verbal and nonverbal communication. And, as we already discussed, when we have a self-view or worldview that is cynical, let’s say, we give that back out to everyone we come into contact with.
However, when we are aware of how our thinking and feeling affects the information we give out, we can create a space of personal and professional transformation. Why?
Because we have now created a space where we have a choice about how we transmit our thinking and feeling. The concept I am alluding to here is emotional intelligence, which is powerful and transformative.
Once we understand how incoming and outgoing information affects our field of experience, we can better understand how the concepts past, present, and future, also affect our field of experience.
Past Present Future
I’ve written about the concepts of past, present, and future many times. They are important to this discussion because when we are facing the past, we are recreating the past in our present moments. And, when we recreate the past in our present moments, we are recreating the past in all of our future moments too. Yep. This is the truth.
However, when we let go of those previous experiences, meaning, that we are present in our current reality, and are creating our lives and our field of experience from the present moment, we are creating a future reality that is not bound by the past.
These concepts are actually quite simple, and yet, can also be confusing sometimes if you’ve never thought about your life experiences this way.
Remember, we create our future from today, from this moment; and, when the present moment is infused with confusion, worry, or shame, for example, about our past, we are then going to recreate those same thoughts and feelings in our present moment.
And, yes, they will then go out to our field of experience, which means they’ll also come back to us just the same.
However, as I’ve mentioned, when we create ourselves anew in each moment, we are creating new realities that are not bound by thoughts and feelings from the past.
And, what happens when what we think and feel is just right? Good question.
What Thinks and Feels Right
When what we think and feel is in alignment, and just feels right, we are ready to set our intention to create ourselves anew in each moment.
It doesn’t mean, however, that we won’t at times have misalignment. It happens.
What it does mean is that more often than not, how we think and feel is aligned. Meaning, that we’ve freed ourselves from our previous worries, anxieties, and frustrations, which may impede our most creative moments.
Because, remember, if we are worried, anxious, and frustrated, we will only create more worried, anxious, and frustrated thoughts and feelings.
Again, at times we will have these thoughts and feelings. Yet, they will not dominate our present moments, because we are aware of how they function, can work through them, and let them go. Important.
Setting Your Intention
For me, creating and setting your intention simply means doing what we’ve already discussed. Now, we’ve covered a lot of information, so let’s recap real quick, so we can see how all of these concepts work together.
The Head (Intellect) – our thoughts contribute to our experience.
The Heart (Intuition) – our feelings contribute to our experience.
Head and Heart Alignment – creating alignment between our thinking and feeling is important.
Incoming Information – we receive verbal and nonverbal information all day, and we assimilate, or block, this information into our current worldview.
Outgoing Information – we are always creating and sending out information, both verbal and nonverbal.
Past Present Future – when we allow our previous experiences to shape our thoughts and feelings, we are creating more of our previous experiences in the present moment. However, when we work through and let go of our previous experiences, we are creating our present reality and future realities based on today, not yesterday.
What Thinks and Feels Right – when we have alignment between our head and our heart, it will just feel right. Meaning, that we’ll be creating our present moments and future moments from today, not our past.
Now we can see how important these concepts are to our intention. For instance, when we are living in the past, allowing our old thoughts and feelings to dictate our current and future realities, our intentions are set exactly so.
Meaning, we will get back all of our old experience. Yes, thoughts, feelings, and actions; and, we will see those things, such as anxiety, worry, doubt, and fear everywhere.
However, when we work through our previous experiences, including our thoughts and feelings, we are creating a reality free from those old patterns, or habits. And?
Our intention follows. We create and set our intention from our present moment, free from our past, facing toward the future we want to create.
Intention, whether we are aware or not, is a powerful force. An example? Sure. Here we go.
Think for a moment about a time when you’ve been upset and really frustrated. Maybe, you’ve been overwhelmed, and it’s lasted at least a few hours, if not an entire day, or a couple of days even. What did you experience in those moments, hours, and days? Yep. More of the same, yes? Of course. That’s how it works.
Similarly, think about a time when you were feeling really good, and that lasted for a couple of hours, or days. What did you experience in those hours and or days? Yes, exactly. More of the same.
Our intention is powerful, and will manifest before us that which we think and feel most passionately about. Even if that is worry, doubt, frustration, and anxiety. Thus, we must take care of our intention, and feed it positivity, hope, love, compassion, empathy, and patience.
Ultimately, we are creative beings. It’s been said and written many times, creativity is our highest calling. For me, this simply means that we are the active agents in our lives. We create our present reality, which informs our future reality.
And, we do so through the power of intention. Through the ways in which we think and feel about ourselves and the world. We create our present and future realities from this space.
Meaning that we need to take care of the space between our thoughts and feelings, between the information we take in, and the information we give out.
These spaces are dear to us, so use them well, take your time with them, and create and set your intention from this moment, facing towards the future you want to manifest.
Of course, both objectives and priorities, must be connected to your goals, and vision, so we’ll also take a look at how to connect them all.
Ready? Good. Here we go.
First, let’s use a goal that is actually part of my work today. A very practical example. Here we go.
Increase connection, collaboration, and unification of noncredit organizations throughout the state of Oregon within the next 2 years.
Alright, we’ve got a goal set. Now, let’s discuss objectives.
Where goals can be set for long-term planning, and short-term planning, in the context of this conversation we are using a long-term goal.
Our focus then is to go from our long-term goal to day-to-day activities that will connect back to our long-term goal. Creating objectives can help us do that by breaking our goal up into smaller pieces, which we can achieve in a shorter period of time.
Let’s take a look at an objective for our goal.
Create a noncredit consortium, which includes representatives from each organization that delivers noncredit education throughout the state of Oregon in the next year.
There we go.
Because our goal is to increase connection, collaboration, and unification of noncredit organizations throughout the state of Oregon within the next 2 years, we need an objective that will, well, basically, help us get there.
In this example, creating a consortium within the next year can do just that.
Alright, now we’ve got a 2-year goal, a 1-year objective, now we need some priorities.
Priorities are typically set for a shorter duration of time. They can be set for a day, week, month, and even a quarter. Alright, let’s create some priorities for our objective.
Priority #1 – Create bylaws for the non credit consortium in quarter 3
Priority #2 – Create a leadership structure for the noncredit consortium in quarter 4.
It is possible in this example, that both of these priorities can be achieved within quarter 3, however, to illustrate the example, I’ve chosen to spread them out.
The important point is that we now have a goal, objective, and priorities that are all connected. And, they all have timeframes allocated to them, so we know if we are on or off track. Important.
Once priorities are created, it is time to create next actions.
Creating Next Actions
Creating next actions, or action items, or next steps, is really about identifying the work that needs to be accomplished to meet your priorities, which then means, yep, that you are meeting your objective, and moving closer to attaining your goal.
Let’s create some next actions.
Identify bylaws needed and begin to create them in the January meeting.
Identify 2 or 3 committee members that will continue to work on the bylaws in between the January and February meeting.
Create agreement and alignment on the bylaw next actions, which are due by the February meeting.
There we go.
Now, you’ll notice that I did not create the next actions for priority number 2. The reason this is so, is that that priority is for quarter 4, and, as we complete the next actions to meet the number 1 priority, we will learn more.
Meaning, that the second priority might shift a little by the time we get to the end of quarter 3. Normal.
Recapping, we now have a 2-year goal, 1-year objective, a priority for quarter 3 with next actions, and a priority for quarter 4 with next actions still to be identified.
Before we get to the system part of our conversation, which, of course, is one of my favorite topics, let’s discuss results and metrics a little.
Results and Metrics
It’s important in all goal-setting activities, personal and professional, to identify a way to measure progress. The measurement can be quantitative or qualitative. Both are needed and necessary.
In our conversational example about the noncredit consortium, we can create a couple of ways to measure our progress. First let’s reset the goal. Here it is.
Goal – Increase connection, collaboration, and unification of noncredit organizations throughout the state of Oregon within the next 2 years.
Now, let’s set a result and a metric.
Result – Increased service to all communities as an outcome of increased collaboration between the noncredit organizations.
Metic – Total service numbers by organization.
We can even take a deeper dive with this result, by creating actually percent increases we expect, such as:
Result – Service numbers increase by 10% in year 2.
Metric – Total service numbers by organization.
Once you have your results and metrics, we need to think about how to gather the data to measure the metric. In this example, we would utilize the systems the various organizations use to gather their student service data.
Alright, we’ve now covered goals, objectives, priorities, next actions, and results and metrics. Let’s now take a look at how these components work together to create a single system.
A Single System
As you all know, I love white boards. And, yes, I’ve created two simple white boards to help us visualize the linear information provided in this post. Here we go.
In this first white board we can see I’ve used a relationship ecological system to display the connection between the self, team, organization, and community, and a vision, goals, objectives, priorities, and next actions.
They function the same way.
As we develop as a leader, we take in information from the team, organization, and community, and we give information back out the same way. It’s completely reciprocal and, well, quite lovely.
Similarly, when we create a vision, and set goals, objectives, priorities, and next actions, they inform each other. For instance, the vision informs the goals, objectives, priorities, and next actions. Just as our next actions will inform our upcoming priorities, objectives, goals, and the vision, as needed.
Okay, one more visual. Here we go.
In this simple illustration, we can see a similar pattern. The vision is the anchor, as the self is in a relationship system, and informs our goals, objectives, priorities, and next actions, which, in turn, informs our upcoming goals.
Wow, that was fun.
That concludes the second and last installment in My One Thing: Creating Alignment In Our Lives.
You can use these tools in your personal life, just as you can at work. The most important thing is to create a vision for your future self; and; to work towards the realization of that self by taking actions each day that align with the self you see yourself becoming.
Remember, you are the only one that can make that future self a reality.
It’s what happens when cool insights occur. Let’s reset shall we? Real quick. Here we go.
In the first installment of part 2 of the leadership series, we discussed thinking and feeling, and why understanding how we think and feel matters to our development as a leader.
And, then in the second installment of part 2 of the leadership series, we discussed speaking and acting, and why understanding how we speak and act is also important to our development as a leader.
In this, yes, promise, the final installment of part 2?
We will discuss hearing and seeing. How we hear, and how we see, are just as important as how we think, feel, speak, and act. And, that was the insight I had a couple of weeks ago. So, let’s go.
As we develop ourselves as a leader, we hear more things. Things we would not have heard before. Subtleties in someone’s voice for example, the tone and affect, their word choices, how they use them, and the words they didn’t choose to use.
Factually, we all have different vocabularies. Meaning, no two people know all of the exact same words, or how to use them, or use them in the same way. However, listening for how people use their language is important. How people use language, will provide you more information about that person.
What are some strategies you can employ to hear, or listen more intently and retain that information? Sure. Here are a couple.
Be present – one of the most important tools a leader, nay, any human being, can develop is learning how to be present. Being present means that all of your attention is on whatever context you find yourself in. For instance, you are not multitasking, or thinking about other things that need your attention. Being present is a gift to ourselves first, and then to everyone we know. In the article, What Does Being Present Really Mean, and Why Does it Matter?, I write about some of the strategies I use to ensure I stay present.
Listen – active listening is a learned skill. Meaning, it takes practice, just like all things. When we are actively listening we are present, and are engaged with the information the person is sharing. Of course, this means we are not planning a response in advance. We are rather, just being with that person and what they are sharing, providing them meaningful feedback and questions so we can learn all they have to share with us.
Take notes – I always take notes when I am in a meeting, or have someone that does. I only take down those things I need to remember. It is important to not get lost in note taking, which can happen. You need to capture important aspects of the conversation, dates or definitions maybe, or, maybe a question arises, which is usually the case with me, and it’s not an appropriate time to ask it. You can write it down real quick, and then ask the question at the appropriate time.
There we go. There are many other strategies you can employ to ensure you are hearing as much as possible. Yet these three I use daily, all day in fact, and they work well.
Okay, now let’s talk a little about seeing.
What can I write about sight? Well, that as we develop as leaders, nay, as human beings, we develop more sight. Just like we feel, think, speak, act, and hear, we see more, see differently. It is a wonder, really.
Because I am a hyper-visual learner, I see a lot more, and then? Well, I always document it somehow, and then sometimes what I see is used, and sometimes it’s not. It matters less that what you are seeing is utilized, than it is that the possibility is created to utilize this new information in meaningful ways.
Here are some strategies I use to capture what I see.
Whiteboards – as I’ve written about before, whiteboards are a highly effective tool, especially for visual learners. I have three whiteboards at home, and many at work, including two white board walls in my office. Here is my simple whiteboard process.
Write out, sometimes it is linear, sometimes nonlinear, that which I’ve seen recently. Whatever insight that might be.
Let it sit for a day or two and reflect upon it. Sometimes I will add to the insight, sometimes not.
Take a picture of the whiteboard for later use.
If the insight is usable, put it into action in my life.
Journaling – a very effective strategy for capturing new ideas. Developing a pattern for your journaling is super helpful. I usually journal at the end of the day. Some people, however, like to do so in the morning. Timing matters less, than creating the time to journal when you can.
Post-its – as crazy as it may seem, post-its work very well when you are busy. I use them all the time, and then transfer them into my other organizational tools.
Graphics software – I’ve also been recently using venngage to take the new insight’s I’ve had, and transfer them into a cool visual for myself and the team. Super useful.
Alright, there are a few strategies I use to capture all that I see. And, I do capture just about all of it. There are times when an insight I’ve seen slips through my fingers, yet, when that occurs, I know that if it was needed, it will come back.
Closing Part 2
In closing part 2 of the leadership series, I would like to leave you with the consideration that both leadership psychology and sociology, as we’ve discussed them here, are both needed as we develop ourselves as leaders.
Understanding how we feel, think, speak, act, hear, and see, starts with us. Being more self-aware of who we are as, yes, a leader, and more importantly, as a human being.
The more we understand ourselves, the more we understand the people around us, both at work and at home.
And, when we are intune with ourselves and the people around us, we can create the possibility of more movement for ourselves, yes, and our teams and families. And, then? Well, with movement, comes traction.
When we get to traction with ourselves, and our teams and families, we get back so much more. It is quite amazing actually to reflect upon all that I get back. Absolutely amazing and quite beautiful.
Remember, it all starts with us. All that we think, feel, speak, act, hear, and see.
The Differences Between Internal and External Influence and Their Relationship to Service
As I was pondering the next developmental moment, and was considering influence as a topic, I had to stop, and reflect upon the past three years. What to say about influence?
Well, as with most things in my life today, an insight did occur, which will now come out through me and to you. Fun.
Alright, so influence is an important topic when you are leading teams; and, well, I do believe it is an important topic in everyone’s development, regardless of their iteration of self-development, or their interest in leadership. Why?
Because, we all will, at some point, apply for a job, need to grow our network, and, or, seek new areas of self-expression. And, to be fully self-expressed, or, rather, to self-express yourself fully, it is nice to understand the concept of influence. Let’s do just that then. Take a look at how I interpret the concept of influence.
Ready? Good. Here we go.
to have an effect on the way that someone behaves or thinks, especially by giving them an example to follow.
influence something, influence how, where, etc. to have an effect on a particular situation and the way that it develops.
Alright, so here’s what we have for influence; to have an effect on a particular situation and the way it develops, or the way that someone behaves or thinks, especially in regard to providing them an example to follow.
Now let’s discuss influence in two different ways. Let’s take a look at internal influence, and external influence. Both are important, and both are needed. Here we go.
When I write the phrase internal influence, I am referring to your influence within the business, organization, or institution in which you work.
Understanding influence as an opportunity to build cultural capital inside of the business, organization, or institution in which you work is important for a leader to consider. If your influence wanes, it may be hard, for example, to garner political support on a project your team is working on.
However, if your influence is strong, or even adequate, garnering support will be easier. Pretty simple.
What I’ve found to be most true about internal influence is that being who you really are is of utmost importance. Meaning, to be the authentic leader you know yourself to be.
Yes, we all have to make concessions at times, and, yet, we all have the creative power to effect change. And, this is true, even when our influence is bourgeoning.
A quick aside. Influence, like most things in life, lives along a spectrum. Meaning, that influence is not binary. You gain influence over time; and, it takes time.
Maybe you’re asking yourself, okay, well, how do we create influence, and effect change. Here are a few important considerations for those interested in increasing their internal influence.
Relationships – as I’ve written many times, everything starts with relationships. The one we have with ourselves, yes, and then with everyone else. Being in a relationship means having easy and difficult conversations. Remembering this truth is important in leadership.
Questions – asking questions is always an important step in creating influence. Often, people shy away from asking the tough questions. Ask them. It is important to your own development, and that of your teams.
Creativity – being open, flexible, and innovative, is an important aspect of influencing the future. Without creativity, the past is the future, a stamped reproduction. Thus, being open to new ideas, those from your peers, and your team is essential.
Integrity – doing what we say we are going to do is important to all aspects of our lives, and there is no exception in creating influence. If we are unable to make it to a meeting, or are going to be late, communicate. Open communication ensures that we are always keeping everyone in the conversation, and keeping our integrity intact.
Authenticity – be who you are. You are just as you are supposed to be, so embrace your unique-self, and let that shine. There is only one you, which means there’s not another person on the planet that can create influence, or anything else for that matter, just like you. When we are authentic, people know, and respect our truth. And, if they don’t? Remember, that’s their issue. Not yours. Be who you are.
Alright, there are five examples, and considerations for you, on how to create influence within a business, organization, or institution. Remember, influence takes time to cultivate. It’s kind of like gardening. You must water your relationships, questions, creativity, integrity, and authenticity, and, when you do, you will see your influence grow.
External influence is similar to internal influence, and yet, also different. You can use the five considerations aforementioned with those clients, students, or customers, that are external to your business, organization, or institution. And?
There are a couple more strategies for you to consider. Here we go.
Engagement – being fully engaged at all times with those you serve is important. Meaning, that it is important to create an engagement system that you can rely upon, which will ensure your engagement is, well, like a drum beat. Your clients, students, or customers need to rely upon your engagement pattern. I write about developing my LinkedIn engagement system in the post, A Blogger’s Diary 12/27/20: On Writing, Goal-Setting, Systems, and the Holidays, which can serve as one of many examples to draw upon.
Consistency – a drum beat, or pattern, on which your clients, students, or customers can rely. Important. There are lots of ways to ensure you stay on track with your engagement. You can calendar your engagements, enter them into a project management software system, or keep them in a planner. The tool matters far less, than the output of making sure to engage regularly and consistently.
Reciprocity – relationships are built upon many things, and reciprocity is one. Being in relationships means sharing yourself with your clients, students, or customers. And doing so in a genuine way. Remember, people know when we are inauthentic. They can see, hear, and feel it. Just be who you are, and reciprocate.
Value – our clients, students, or customers want to know they are valued. They would like value, and to know they are valued. Both. Providing value comes in many forms, and it’s not always, actually rarely, monetary. It’s about being there for your clients, students, or customers. Taking care of them, treating them with kindness, and valuing their needs.
Service – in the end, it’s all about service. All of it. The service we give ourselves, and the service we give out to our clients, students, or customers. When we value our service, we are always looking for, and creating, new ways to serve. Whether that is through a new business model, a new product, or a new service. Really. Ultimately, it’s about understanding the need, reflecting on that need, and creating a bridge for that need.
Internal and external influence matter. It’s not about ego. We are leaving ego at the door. It’s about service. About taking care of people. Finding out what they need, and working with them to fill that need.
When we are in relationship with people, we are in a unique position to serve.
And, as we continue to serve, our influence grows. Influence grows as we grow and deepen our relationships. The relationships we have with those we serve. Ultimately, it’s our peers, teams, clients, students, and customers that let us know about our influence.
When we have movement in our relationships, we can see it and feel it; and, when we have traction, we know, because reciprocity flourishes as we enter into new relationships each day. And, as we enter into more relationships, our service grows; and, yes, we also grow. Fun.
Now, in this article, we will discuss the latter two, speaking and acting. Ready? Good. Here we go.
Sociology is basically the study of group behavior. And, what do you have in groups? Yep, people. So, the study of people within context is super important. And, in fact, that’s one part of what we are doing in this series; and, we are doing so from a leadership lens.
When we reflect upon how we think and feel, we will ultimately get to a place where we are also considering how we speak, and then take action. All of these concepts are important to being, and becoming, an effective leader. Hm. When I write about effective leadership, what do you think of?
Well, in this context, I mean, a leader that understands themselves, first. Understanding yourself, who you are as a human being, is always the first step in becoming an effective leader. Why?
Because everything we do starts with us. Really. If we don’t understand why we think as we do, why we feel as we do, or speak and act as we do, we can never understand how the people we lead think, feel, speak, and act. Not possible.
However, when we are self-aware, we understand ourselves, and then? We understand the people we surround ourselves with, including our teams. Alright. Now, let’s discuss speaking and acting.
When I use the phrase, speaking, I mean it in the literal sense of the word. How we use our words when we speak is important, as words and language, are very powerful. Speaking in this sense may be in actual verbal form, or in written form. Both are important.
In the article, 4 Reasons Why Language is Power, I discuss in some detail why language is powerful. For the purposes of this discussion, it is enough to know that our integrity is tied to how we speak. And, there are a few things we can use to measure our speech.
Here are a few.
Why are you saying it?
What are you saying?
How are you saying it?
When will you say it?
Whom will you say it to?
Where will you say it?
This may seem basic, and yet, to become more aware of how our speech impacts others, we must inquire into the why, what, when, how, whom, and where of our language.
There are several ways we can practice measuring our speech. Here are a few techniques I use.
Write rough drafts – it is important to set out on paper, for me at least, the what and why first about my communications. It gives me a chance to print out the communication, and look at it from a different vantage point. I will also edit from paper.
Email rough drafts – I always write my emails in advance, and will schedule them for a time in the near future. Sometimes that’s the next day, sometimes the next week. Depends. This tactic gives me time to reflect upon the communication some more. I have often when back and reworked an email that has already been scheduled.
Whiteboard work – when I am unsure about the when, whom, and where, I often do whiteboard work about the communication. Well, actually, I often do whiteboard work about most of my communications. It is helpful to see my ideas up on a board, reflect on them, rework them, and then, send. Important and helpful.
Get feedback – another strategy I use is asking coworkers for advice and feedback on my communications. As I’ve mentioned before, I am leading a statewide conversation about noncredit education, and when I have to communicate something clearly to this large group, I’ll get several people to weigh in and provide me feedback. They always see something I didn’t. Super helpful.
Another viable and valid strategy is to hold off on writing or speaking your communication until you are clear. I have actually cancelled team meetings before when the communication I needed to make to the team was just not clear enough for me.
It is much more important to have a high-quality communication that is clear, than a communication that may cause confusion.
Creating and delivering clear communication takes practice. And, that’s okay. We all need time to practice, and believe me, practicing your communication is a worthwhile endeavor. You will find that you will need to communicate less often, when you take more time to communicate clearly.
In leadership, the actions we take, combined with the language we use, really do define our leadership. When I worked in the private sector, my supervisor once said something like “you do a very good job displaying sweat equity.”
I was very young at the time, so I had to ask what it was that he meant.
Sweat equity simply means that you are willing, and do when needed, take any action that you ask a team member to take. Simple.
One of the first things I did in my current role was to learn everyone else’s role. Why? Because it gave me tremendous information about their work, who they were as a human being, and it also provided a context for me to learn about the businesses. Very important.
Here is how I currently organize my actions.
Calendar – people often say something like, “if it’s not on my calendar, then it doesn’t exist,” and, for me, this is a truth. I work on my calendar three months in advance, and have it also scheduled that far in advance. Meaning, that I have sight into, and am actively, creating future contexts for myself and the team. Helpful.
Basecamp – an average project management system, yet the one we have today; and, it works very well to hold information for the team. We have lots of projects running concurrently, so having a single place to hold our next actions is important.
Franklin Planner – a tool I started using last year, and it helps fill the gaps between larger pieces of work and my calendar. I will typically use the planner for tasks related to the larger projects.
And, of course, I use post-its like many people, and whiteboards to help generate and create the thinking related to all of the aforementioned.
The language we use, and the actions we take say, well, really everything about our leadership.
For instance, if we speak about creating a future reality that is inspirational and gets people excited, yet there is no action, there is an incongruence that will leave people confused about the team’s directions.
Conversely, if we act and begin to create a future reality that is inspirational and has the potential to get people excited, yet there is no speaking about this newly created reality, again, there will be confusion about the team’s direction.
You may be asking, how do you know these things?
Well, like most things I write about, I’ve lived through them; and, our team has grown through them, and is stronger today for doing so.
Now, once you are in action, and your team is moving, it is important to keep the momentum going. Steve Jobs said something about this concept; and, alas, I cannot find it anywhere. It might have been in the book I read recently, Steve Jobs, by Walter Isaacson.
Anway, the gist of it? If you are not continuing to innovate, which to me speaks of being in action and creating traction for yourself and your team, your business is already dead.
We must continue to move ourselves and our teams forward. And, that takes clear communication and decisive action.
Alright, we’ve now completed the first 2.5 installments in the Leadership Series. And, just the other day, as I was preparing for this installment, it occured to me that there are two other concepts important to developing yourself as a human being and as a leader. And, they are?
Hearing and Seeing.
Both are important aspects to leadership, and all of life in general, and we will cover them in the next leadership installment.
Remember, becoming a leader means first leading from within. Understanding the why, what, how, when, whom, and where of how we think, feel, speak, and act. Once we understand our thinking, feelings, speech, and actions, we can more appropriately and effectively lead ourselves, and our teams into action and eventual traction.
3 Reasons Why Vulnerability is A Key Ingredient to Creating Movement and Traction for Ourselves and the World
I’ve written about vulnerability often this past year. Why? Well, I do believe that vulnerability is one of the most important gateways to our own development. Pretty simple really.
Vulnerability conceptually is simple, as most things conceptually are. However, practicing vulnerability, well, that’s a whole different experience.
We can talk about concepts often and at length, however, when we put those concepts, like vulnerability, into practice in our lives, they can often feel very uncomfortable. And, vulnerability is no exception.
Yet, it is so important for each of us to find new ways, which are safe, to put vulnerability into practice in our lives. Safe? Meaning, where we are with people we trust and can rely upon. Important, as when we are vulnerable, we are bearing a side of ourselves that is, for lack of a better way to explain it, raw.
Raw, meaning, that these sides of ourselves have not been exposed to, what can sometimes be harsh conditions in the world, so we must take care when we practice our vulnerability.
Now, when we find those spaces and places where we can be the vulnerable-selves we know ourselves to be, so that we can grow and learn, there are many things we will get back from our environments, and ourselves, which makes practicing vulnerability quite the exquisite experience. What, prey are those things?
Right. Well, in this article we will explore three of them. Three reasons, as I think about it, why it is important for us to practice vulnerability regularly, so that we may grow into the next iteration of ourselves.
Ready? Good. Here we go.
Wow, how important is learning? Pretty important, right? Yep, I agree. Well, to learn more about the world, and the people in it, we must first, learn about ourselves. And, being actively vulnerable is key. Why?
Because we get to learn about aspects of ourselves that were previously unavailable. For instance, if you are nervous about public speaking, as I once was, and you always resist public speaking, well, you will never learn about the experience of public speaking. And?
That’s perfectly okay. However, if you are interested in tapping into a reservoir of untapped potential, then being vulnerable in the area of public speaking will be a gateway to your learning more about yourself as a public speaker.
The only way to become a public speaker is to do public speaking. You can read every book that was ever written on the topic, and still never become a public speaker. Whereas book knowledge is helpful, it is in the vulnerable practice of public speaking, for example, where we create the possibility of becoming a public speaker.
Now, as we practice vulnerability, and venture into environments that we previously resisted, we learn more about the experience of, staying with the previous example, being a public speaker. And?
Then, we get the experience of knowing what it is like to be a public speaker. Again, the only way to know what it’s like to be a public speaker is to become one. Meaning, to take one step, or one action, toward the realization of your goal to become a public speaker.
And, guess what? You get to control how big those steps are. When we actively participate in being vulnerable, we set the pace. It’s iterative. It takes time.
There was a time when I was terrified of public speaking. And, I mean terrified. Then when I was about 28, I wanted to become a leader in the company I was working for at the time. Well, there is lots of public speaking in leadership. Lots of it. And? I took one small step at a time. One step, led to the next, and so on.
And, the steps I just wrote about? That is growth. That’s what it looks like. You set a goal outside of your comfort zone, knowing you will have to be vulnerable to get there, and you take a step each day, or every other day, or once a week, or month.
Again, you control the pace.
Growth is an experience. It happens in the world by taking actions that we’ve not taken before. And, to take actions we’ve not taken before, especially when we are fearful or anxious, requires courage, yes, and it requires vulnerability.
Courage and vulnerability go hand-in-hand. In fact, there is a super cool quote I’ve drawn upon a few times from Brené Brown that speaks to this truth. Here it is.
“Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.” -Brené Brown
Powerful. And, it’s been my experience that vulnerability and courage are linked. In fact, I believe they are one and the same. You cannot be courageous without being vulnerable, and you cannot be vulnerable without being courageous. They are one.
Movement and Traction
Now, as you learn more about yourself, and begin to tap into your vulnerable areas, you also begin to know more and grow more. These three, learning, knowing, and growing are also linked. And, the concept that lies behind them? Yep. It is an experience.
When we are in action, and experiencing life, living our life in vulnerable ways, we are creating movement. Movement for ourselves, yes, and for those around us. Meaning, when we move our own development forward, we move the development forward of the people around us.
It’s the way it works.
And, when we continue this pattern? Well, traction will inevitably follow. Meaning, that as we continue to grow, and those around us grow, we create contexts never seen before. Seriously. It’s not possible that they’ve been seen, because you are doing things you’ve never done before. Beautiful.
It’s inside of this movement and traction, and these new contexts, where the possibility to change the world lives. And, I mean this literally. The world is always moved forward from contexts that contain both courage and vulnerability.
And, remember you do have the power to change the world. We all do. What does it take?
Learning more, knowing more, and growing more in contexts that were previously unavailable to us. And, creating these contexts takes courage, yes, and vulnerability. So?
Be courageous, embrace your vulnerability, and change the world for the better. One action at a time.
6 Questions All Leaders Should Be Asking Themselves Right Now
As I continue to write the, well, second-and-a-half, installment of the Leadership Series: Why Developing The Self is Always The First Step in Leadership, another idea occurred to me. What occurred to me? Good question.
In fact, the idea lives inside of the first few installments of the Leadership Series, yet overviewing it in this article makes sense to me today, so here it is.
As we develop, there are six questions to ask ourselves, which can lead inward toward more awareness about who we are as a human being. And?
Well, as I’ve written about in other articles, the more we understand our own humanity, the more we can understand all humanity. Super helpful from a leadership perspective, and, well, a whole life perspective.
Without further ado, here are those six questions
1. What Do I Think?
Understanding yourself begins with getting a handle on how you think. What are your thoughts about the current reality, the state of your team, and the state of your life; a better question, maybe.
In order to lead teams effectively, we must first inquire into ourselves. When thoughts arise, it’s about letting go of the judgment we have about these thoughts, so we can understand them. When we can understand our thoughts, we are more effectively present to ourselves, and all of those around us.
2. How Do I Feel?
Emotions come and go. They are here, and then they are gone. However, human beings have a tendency to hold onto emotions, like thoughts, and carry them around throughout the day. This need not be the case.
We can learn to effectively have emotions, feel them, understand them, talk about them even, and then let them go, which is a large part of my own internal work today. And?
Just like our thinking, when we understand our emotions, we are better equipped to understand our own emotional states, and what led us to those states, and ultimately we are better able to understand the emotional states of the people around us. Important.
3. How Do I Speak?
Several months ago I wrote the article, 4 Reasons Why Language is Power. And, it is true that language is very powerful. Therefore it is important to understand how we are speaking and what we are saying. This may sound simple, and, for some of you, this may be the case.
However, human beings have a tendency to use language as a currency without considering the replenishment of that currency, as if it is in a never-ending supply. And, whereas we can continue to create language as we like, we should question the necessity of the language and the communication that follows.
As I’ve written about many times, communication is key, as is the importance of making sure we are clear about our communication. It is far more important to communicate clearly than it is to communicate often.
4. What Do I Hear?
As we get clearer on how we think, feel, and speak, we will begin to hear things that we may not have been previously present to.
For instance, someone on your team, or close to you, may say they feel great and that all is well. Yet, you may hear things in their tone of voice that tells a different story. It first takes being clear on yourself, and then you can begin to pick up on inconsistencies in behavior, speech, and emotion. And, guess what?
It may be your own inconsistency that you pick up on first. Actually, this is very likely. And? It’s not a demerit when this happens. It’s okay.
It does mean that investigating, or inquiring, into the inconsistency between our behavior, speech, and emotion is needed. Understanding why there is ant inconsistency, to begin with. Important.
5. What Do I See?
One of my favorites. As I continue my own development, which includes my own personal inquiry, a life coach, and a super dynamic and inquisitive team, I see so much more. More about my own humanity, and that of the teams. It works that way.
And, when you can see more facets of the human being you are, you are in a position to effect more change. More change for yourself, for your team, and for your organization, institution, or business.
6. How Do I Act?
Being in action is so important. And, how we act tells us, and everyone around us, a lot about who we are as a human being. How we act will, in fact, tell people how we see, hear, speak, feel, and think. For, ultimately, it’s the actions we take that say the most about who we are as human beings.
For instance, we can create language about creating and effecting change, however, without action, the language is just language. Action is where concepts in language become reality. Simple.
And, when we are clear on our own actions, we are able to discern differences in how people talk about their work, and actually do their work. An important distinction and discovery.
Alright, that was a brief overview of 6 questions all leaders should be asking themselves right now. And, in fact, these are questions that anyone interested in personal or professional development can ask themselves.
It’s inside the questions we first ask ourselves, and the work we do on ourselves, where we develop as a person and a leader.
And, as we develop, we create the possibility of development for everyone around us.