Avoidance will give us the delusion of safety but will prevent us from the very outcome we want.
Work on your consciousness and your courageousness.
Trust will determine how much of the 'could' becomes 'actual'.
A high performing team should be able to have difficult conversations successfully
The opportunity to come ‘out’ of the norm
Self-awareness is where all our potential power comes from
The original behaviours don’t have to be experienced to create a strong imprint.
Psychological safety is not the opposite of holding people to high standards through accountability. If we did that, then psychological safety would drive complacency.
Concentrate on the pride you feel before you dilute it with your next goal
There is little you can’t do if you want. Really, very little. Your mind is smart and your body is privileged. Often, we think of ourselves as not capable to do something when the truth is we just haven't ruthlessly prioritised it.
In some cases, of course, it makes sense to start on the ‘why’ of change. But in others, the ‘why not?’ is the easiest place to start for a sustainable change.
Even though theoretically we think collaboration is a good idea, understanding the practice of why it isn't, gives us a good understanding of where we sit.
Do you see polite but not constructive conversations?
Do any/all team members struggle to step up for new tasks or solution finding?
Do you see unequal contribution/airtime across the group?
Do you see any behavioural signs of the intention to dismiss or diminish others’ contribution?
Do the conversations have an emotional charge that seems inappropriate to the task or conversation at hand?
Can you see some team members who are able to contribute more but don’t?
- identify what is holding you back
- you are bigger than your thoughts
- view courage as a muscle