Tag Archives: Leadership

Culture, Leadership, Motivation, Opportunity, Organizational Culture, Relationships

Developing Talent in Your Organization

April 9, 2015 Liz Stincelli

“One of my greatest talents is recognizing talent in others and giving them the forum to shine.” —Tory Burch

By Elizabeth Stincelli, DM

Developing Talent

When you dedicate time and resources to developing talent within your organization you make ordinary employees into extraordinary employees. Everyone benefits when employees develop their talents; productivity increases, quality improves, and morale strengthens. As a leader, you have to remember that the most outspoken voices are not always the wisest; you must give everyone the opportunity to be heard and contribute. Provide them with shared values and principles but don’t overwhelm them with extensive rules and then give them the opportunity to show what they can do. Develop their talents and then give them control over their own tasks and decision-making. So, where do you start?

Relationships

Angela Ahrendts said, “Everyone talks about building a relationship with your customer. I think you build one with your employees first.” Create a healthy, productive organizational culture and start building relationship based on trust and respect. You need to be your employees coach and loudest cheerleader. Hire great, hard-working individuals and then bring out the very best in them by developing relationships and investing your time and resources. Don’t keep secrets; demonstrate that you have trust and confidence in your employees by sharing information and communicating openly. Stop treating your employees like children; put your trust in them and you will build loyal relationships and a strong sense of community.

Motivation

Dwight D. Eisenhower told us, “Motivation is the art of getting people to do what you want them to do because they want to do it.” As a leader, you must recognize that each employee is unique, possessing different talents and motivated in different ways. Your employees possess knowledge, skills, and experience that they want to share with the organization. No one wants to be treated like a machine; show that you value their capabilities by helping them to further develop their talents and motivating them based on their individual preferences. When you invest in your employees on an individual level you will be amazed at how motivated your workforce will become. Lift and encourage them; provide support through both your words and actions.

Opportunity

Bob Feller believed, “Every day is a new opportunity. You can build on yesterday’s success or put its failures behind and start over again. That’s the way life is, with a new game every day, and that’s the way baseball is.” Let your employees know that there are opportunities available all around them. Let them know that you see their extraordinary potential and then give them the opportunity to reach that potential. Give employees the skills and resourced necessary and then let them tackle challenges on their own while providing a safe place to for them to fail. Give them the opportunity to become the best version of themselves, to learn from one another, to design how their work gets done, and to make decisions within guidelines.

Extraordinary Results

Wade Boggs explained, “A positive attitude causes a chain reaction of positive thoughts, events, and outcomes. It is a catalyst and it sparks extraordinary results.” Your employees want to be extraordinary. When you invest in them and provide opportunity you will be amazed how your culture, morale, and outcomes improve. Your investment stands as proof that you value them on an individual basis, that you appreciate their contribution to the organization, and that you recognize and are excited about their potential. As your employees grow, so will your success. Develop the talent in your organization, invest your time and resources, provide opportunity, cheer your employees on, and you will achieve extraordinary results.

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

Community, Leadership, Meaning, Purpose, Why

You Need a ‘Why’!

April 2, 2015 Liz Stincelli

“People don’t buy what you do, they buy why you do it.” —Simon Sinek

By Elizabeth Stincelli, DM

Why ‘Why’?

Whether you realize it or not, your success is driven by your passion. Success isn’t about money, who you know, or where you come from; it stems from a fire burning deep in your soul. Success comes from knowing ‘why’ you do what you do and then being loyal to that ‘why’ in your words and actions. A strong ‘why’ spurs you to action, engages your employees, and commands greater loyalty from customers. Your ‘why’ is the spark that differentiates you from the crowd. If you need more reasons why you need to know your ‘why’, here are a few to get you started.

Purpose

John F. Kennedy said, “Efforts and courage are not enough without purpose and direction.” Your ‘why’ provides the purpose and direction that gives not only you, but the people you work with something to believe in for the long-run. It appeals to others on an emotional level and makes work feel less like work and more like purpose. When you demonstrate your ‘why’ you show the world that you stand for something. It boosts people’s confidence in you when they know that your ‘why’ is guiding your decisions and actions.

Meaning

Les Brown believes, “Life takes on meaning when you become motivated, set goals, and charge after them in an unstoppable manner.” We all want to know that our work has meaning; that we are part of something bigger than ourselves. A powerful ‘why’ lets you know you are making a difference. Meaning spurs people to put forth their best efforts in pursuit of a collective project and proves that our efforts have value to a greater cause. Knowing and adhering to your ‘why’ infuses everything you do with meaning.

Community

Whether you agree with Paul Ryan’s politics or not, he hit the nail on the head when he said, “Every successful individual knows that his or her achievement depends on a community of persons working together.” Community gives people a sense of belonging. Your ‘why’ has the potential to bring about a sense of community that can drive results by motivating and inspiring others to act in the best interest of the whole. When your ‘why’ is visible through your words and actions you will attract a community of like-minded individuals who will support your efforts and celebrate your successes.

Discover Your ‘Why’

William Barclay told us, “There are two great days in a person’s life – the day we are born and the day we discover why.” Your ‘why’ not only impacts you on an individual level, but your employees, your organization, your community, and your overall success. Let your passion drive you. Infuse your actions with a meaning that will make you stand out from the crowd. Discover your ‘why’ and you will attract a community of supporters that will spur you on to success.

Create Meaning, Culture, Inspiration, Leadership, Meaning, Motivation, Vision

Why is a Compelling Vision so Important?

March 26, 2015 Liz Stincelli

“Don’t underestimate the power of your vision to change the world. Whether that world is your office, your community, an industry, or a global movement, you need to have a core belief that what you contribute can fundamentally change the paradigm or way of thinking about problems.” —Leroy Hood

By Elizabeth Stincelli, DM

Vision

Your vision provides you with a description of the future that fulfills a deep hope within you. It clarifies where you want to go on an individual, team, and organizational level. Defining your vision helps you determine what skills, knowledge, tools, technologies, and abilities you will need to get from here to there. Having a compelling vision is not negotiable; it impacts the motivation, energy, and inspiration of yourself, your team, and your organization. As a leader, why should you promote a compelling vision in your organization and how can you do it?

Motivation

Les Brown believes, “Wanting something is not enough. You must hunger for it. Your motivation must be absolutely compelling in order to overcome the obstacles that will invariably come your way.” When employees’ lack a clear vision of where they are going, they often feel unmotivated and uncommitted; they feel their time and talent are going to waste. This is the perfect recipe for everyone to start working on their own agenda, and that is the perfect storm for your organization to fail to achieve the vision you have set. In order to keep everyone motivated, you must create a compelling, shared vision of the future where everyone wins.

Energy

Oprah Winfrey feels that, “Passion is energy. Feel the power that comes from focusing on what excites you.” When your employees have a clear and compelling vision, it unleashes the energy within them that will move them towards that vision. Help them to see what winning will look like and then link your vision to that picture. Tap into shared attitude, core values, and beliefs for the energy to keep moving forward and doing whatever it take to achieve your vision.

Inspiration

Ella Fitzgerald said, “Just don’t give up trying to do what you really want to do. Where there is love and inspiration, I don’t think you can go wrong.” When the vision for your organization fits into the values, ideas, and activities that inspire your employees they will be more committed, more productive, and more loyal. Inspire your employees by making your vision come alive for them; show them how important the role they play is in the big picture. Help them to envision how the future looks for them and inspire them with a deep sense of purpose. Reassure them that they are part of something meaningful, something greater than themselves.

Develop a Compelling Vision

If you don’t know where you are going, how will know what you need to get there? A compelling vision is important on an individual level and becomes even more essential as it spreads to teams, communities, and organizations. It is important for you, as a leader, to develop a vision so compelling that your employees can see, and even feel the opportunity that the future holds. Use your vision to motivate, energize, and inspire employees to work with you toward building that future.

Leadership, Leadership Development, Organizational Culture, Trust

The Foundation of Leadership: Trust

March 19, 2015 Liz Stincelli

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” —Stephen Covey

By Elizabeth Stincelli, DM

Trust

The most important leadership characteristic is the ability to inspire trust. Without it, teams will never reach their full potential and relationships will suffer. As a leader you must be intentional about building trust in your organization. Trust has to be a two-way street. Set the example; be trustworthy yourself and show others that you trust them. A culture of trust boosts motivation, increases job satisfaction, and results in greater productivity. So, how do you build a foundation of trust?

Speak freely

Frederick Douglass said, “To suppress free speech is a double wrong. It violates the rights of the hearer as well as those of the speaker.” Employees, customers, and suppliers should know that they are welcome to speak freely with you. This will result in the sharing information more readily. What valuable information might you miss out on if others do not trust that they can speak freely with you? Provide a safe space where discussion, debate, and problem-solving can happen. Build employee confidence in knowing that you have their best interests at heart. And, always communicate directly with employees; don’t let them hear it from someone else first.

Act without fear

Charles Stanley explained, “Fear stifles our thinking and actions. It creates indecisiveness that results in stagnation.” Employees must know that you trust them to make the right decision and must feel comfortable enough to act without fear. When you develop a solid foundation of trust in your organization, employees will move outside of their comfort zones, feel confident exploring new ideas, will act freely, and be more willing to take on risk. Instill the courage in your employees that will encourage them to make the decisions and share the new ideas that will continue to move your organization forward.

Control over work

Margaret Wheatley tells us, “Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.” Pixar is so successful because they have developed a culture that believes that everyone possesses a slice of genius. Your employees have skills and knowledge specific to their work; seek their input in areas where they have the knowledge and experience you are lacking. Delegate as much responsibility and control over tasks and projects as possible to employees and teams. Respect and value the diversity of ideas that employees have to offer. Show that you trust them to have control over their work and then reward great ideas and innovation.

Build the Foundation

Trust builds a strong foundation of leadership that is able to stand the test of time. This foundation supports motivation, job satisfaction, and productivity. As a leader, you must create a culture where employees can speak freely, act without fear, and have control over their own work. Trust begins with you; start building the foundation.

Employee Engagement, Leadership, Meaning, Rewarding Work

Giving Employees Rewarding Work

March 12, 2015 Liz Stincelli

“Far and away the best prize that life has to offer is the chance to work hard at work worth doing.” —Theodore Roosevelt

By Elizabeth Stincelli, DM

Rewarding Work

Employees want the work they do to have a purpose. Having a purpose makes their work rewarding. Whether or not employees find their work rewarding may have the single biggest impact on their attitude and productivity. As a leader, you should strive to create a work culture that emphasizes autonomy, collaboration, and transparency. Help employees see how their values and priorities align with yours and those of the organization. Give them rewarding work by engaging them, challenging them, and helping them find meaning in their work on a daily basis.

Feeling engaged

Earl Nightingale said, “We are at our very best, and we are happiest, when we are fully engaged in work we enjoy on the journey toward the goal we’ve established for ourselves.” Do you want productive employees? Then engage them in working toward goals you both believe in. Give them the opportunity to have a real impact on something bigger than themselves. Demonstrate trust and respect by allowing them to have control over how their own work gets done. Bring them together and provide a sense of community and the opportunity to develop true and engaging connections with others.

Being challenged

Nate Berkus told us, “You will enrich your life immeasurably if you approach it with a sense of wonder and discovery, and always challenge yourself to try new things.” Employees want to feel challenged. When you provide opportunities for them to tackle challenges you show that you trust and respect them; you spark their interests and build self-confidence. Just as you should continue to grow and stretch yourself, you need to offer your employees the same opportunity.

Finding meaning

Les Brown stated, “Life takes on meaning when you become motivated, set goals, and charge after them in an unstoppable manner.” Employees want work that is meaningful. Finding that meaning is what will keep them motivated. As a leader, it is your responsibility to develop a shared purpose and meaning that employees can buy into; make finding and sharing this meaning a priority. Incorporate shared values into the work employees are responsible for. Strive to help them understand that their time is not being wasted on something meaningless. Become aware of what matters to your employees and then connect with them in serving higher purpose.

Make it Rewarding

Having a purpose makes employee’s work rewarding. And, rewarding work results in higher levels of employee satisfaction and productivity. As a leader, it is your responsibility to engage employees in the work they do, offer them challenges and show that you trust them to address these challenges, and help them find meaning that is tied to shared values. You ask your employees to give their best to their work, make it rewarding.

What can you do, starting today, to make work more rewarding for your employees?

Collaboration, Rapport, Relationships

The Key to Building Rapport

February 26, 2015 Liz Stincelli

“You want to work with people who you like and have an easy rapport with.” —Mike White

By Elizabeth Stincelli, DM

Rapport

Rapport helps us build close relationships in which we can work together and communicate with ease. In these relationships we empathize with each other and find commonalities that bring us even closer together. Rapport helps us to feel safe to share our dreams and fears. If rapport provides the foundation necessary for successful collaboration and mutual support, where should you start?

Relationships

Richard Bach said, “I want to be very close to someone I respect and admire and have somebody who feels the same way about me.” Rapport is about relationships and relationships are about give and take, mutual respect, and trust. When we develop respect and trust we feel safe. This safety allows us to open up, collaborate, and share new ideas. When we know we can count on someone to give as much as they take, we feel comfortable being there for them and turning to them in our times of need.

Empathy

Mohsin Hamid explained, “Empathy is about finding echoes of another person in yourself.” You cannot develop a meaningful connection with another person without empathy. Empathy allows us to understand what it feels like to walk in the shoes of another. It helps to create a supportive and safe environment where there is genuine concern for one another. This genuine concern leads us to act, not just in our own best interest, but the interest of others as well.

Commonality

Barbara Deming believed, “The longer we listen to one another – with real attention – the more commonality we will find in all our lives. That is, if we are careful to exchange with one another life stories and not simply opinions.” Finding commonality strengthens the relationships we build and the empathy we feel. When we ask questions and then really listen, we learn more about others, and the more common ground we will find. It’s easier to develop a close connection and strong relationship with those whom we feel we have thoughts, ideas, and experiences in common.

Building Rapport

When we build rapport, we improve our ability to develop meaningful relationships where communication and collaboration can thrive. Strong relationships built on trust and respect, empathy, and commonality contribute to developing the rapport that allows us to feel safe to share our hopes and dreams, as well as our deepest fears.

Accountability, Leadership

Five Excuses That Kill Accountability-with Doug Dickerson

February 19, 2015 Liz Stincelli 1 Comment

“The problem that we have with a victim mentality is that we forget to see the blessings of the day. Because of this, our spirit is poisoned instead of nourished.” – Steve Maraboli

As a leader there are few things more important than creating a strong and healthy organizational culture for your employees to thrive in. It’s up to you as the leader to be proactive and take the lead in developing the organizational climate you wish to have.

Unfortunately, many harmful behaviors threaten the fabric of the culture that you are trying to create. These behaviors include bullying, manipulation, office politics, etc., and they each pose a real threat. But there is one in particular that we would like to address – so here is our question: Is a victim mentality preventing accountability in your organization?

No doubt there are accountability measures in place within your organization that serve to track performance and measure each person’s progress. Accountability measures are healthy and necessary and keep everyone focused on shared goals and outcomes.

But what happens when a team member perpetuates a victim mentality? What does it sounds like? Here are five common claims that will give you some insight.

It’s not fair

The “it’s not fair” mantra is perhaps the oldest one in the book. It can be used when an employee feels that his or her work has gone unnoticed, was passed over for a raise or promotion, or has made an improper comparison of the value of their work in relation to a colleague. Whether justified or not, this feeling of being on the receiving end of unfair treatment is a source of concern. As a leader it is up to you to address it. Accountability makes sense when each person on the team has a clear picture of the value they bring to the organization. Don’t let an employee’s feelings of being slighted go unanswered. When they see and understand their importance they will not see accountability as a threat.

Finger pointing

Finger pointing is so destructive because it’s so easy. It’s the first gesture of the least accountable. Yet sadly, the blame game is alive and well. But clear expectations of employee performance along with useful accountability guidelines will go a long way toward bringing an end to finger pointing and fault-finding. As a leader, you must take ownership of these expectations. When employees can build a collaborative team environment around the idea that “we are in this together”, it can unleash everything that is good and creative about your people. Finger pointing now gives way to mutual accountability, and fault-finding takes a back seat to an “I’ve got your back” mentality. Which would you rather have?

It’s Not My Job

When employees have the mindset that they are only responsible for specific, outlined tasks, it is easy for them to dodge accountability with the simple statement, ‘it’s not my job’. The most effective organizations are the ones where everyone has the opportunity to make an impact. As a leader, you must create a culture of collaboration and teamwork where everyone feels they have a vested interest in the outcome. Let employees see you roll up your sleeves and do what needs to be done regardless of your formal job description. Achieve accountability by replacing the mindset of ‘it’s not my job’ with ‘I benefit when everyone participates as a whole’.

Feeling Powerless

Employees will not take accountability for decisions or tasks which they feel they have no control over. As a leader, you must provide employees with pertinent information and encourage them to ask questions. Then, give them the power to make decisions and design how their work gets done. Accountability will increase dramatically when employees are given power and control over their own work.

Denying Responsibility

Employees often deny responsibility out of fear or frustration. They fear the repercussions for failure or they are frustrated by a lack of clear expectations and control over their work. As a leader, you must create a team mentality. Help employees understand that when one team member fails to carry their weight, they drag down the performance of the whole team. Inspire in them shared values and clearly communicate expectations. Teach problem solving and creative conflict resolution skills throughout your organization. Increase accountability by removing the fear of failure and building employee confidence by giving them a sense of control.

As a leader, it is your responsibility to develop a culture that encourages accountability and discourages a victim mentality. If your employees willingly accept accountability for their decisions and actions, your organizational effectiveness will skyrocket.

Doug Dickerson is an internationally recognized leadership author, columnist, radio host, and speaker. He is the author of two books, Leaders Without Borders, 9 Essentials for Everyday Leaders, and Great Leaders Wanted! Follow him at www.twitter.com/managemntmoment. He lives just outside beautiful Charleston, SC. To invite Doug to speak email him at managementmoment@gmail.com

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com

Accountability, Culture, Leadership, Organizational Culture

Barriers to Employee Accountability

February 5, 2015 Liz Stincelli 2 Comments

“Accountability breeds response-ability.” —Stephen Covey

By Elizabeth Stincelli, DM

What is Accountability?

Accountability seems to be this all-encompassing, nebulous word. Ask ten people what accountability means to them and you will get ten different answers. Accountability boils down to taking ownership of one’s own thoughts, words, actions, and reactions. You are not a victim in this world, don’t act like one; and don’t foster a culture of victim mentality in your organization. So, what are some of the barriers to accountability that you should be looking out for?

Lack of commitment

Vince Lombardi believed, “Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.” What is the level of commitment in your organization? Lack of accountability is directly related to a lack of commitment. So, how can you boost the commitment levels of your employees? Effective organizations have teams where everyone feels they have influence. When people feel like their voice is being heard, their investment in their work increases. Also, you must set and communicate a clear vision and direction so your employees know where you are going and what needs to be accomplished. How does each of your employees fit into your plan for success? The commitment level of your employees will drastically improve if they know the organization is going somewhere meaningful and that they are valued for their contribution to the overall success.

Lack of ownership

Mary Barra explained, “What I always say is, ‘Do every job you’re in like you’re going to do it for the rest of your life, and demonstrate that ownership of it’.” Do your employees feel a sense of ownership of their work? One of the greatest barriers to accountability stems from how much control people feel they possess over their work. When employees are in control of the “what, when, and how” of a decision or action, their ownership and accountability skyrockets. When people feel that others are in control of how their work gets done, accountability decreases significantly. So, how can you increase the level of ownership your employees take of their work? Simply put, if you want people to be responsible you must clearly define the results you want them to deliver and then let them have control over how they deliver them.

Lack of resilience

Gever Tulley said, “Persistence and resilience only come from having been given the chance to work through difficult problems.” How confident are your employees in their ability to work through difficult problems? How often are they given the opportunity? Does your organization provide a safe environment where failure is understood to be part of the learning process? So, how can you increase the resiliency of your employees? Start by training not only for technical, but also problem-solving skills. Develop a culture that encourages communication, collaboration, and the constructive resolution of conflict. Provide a trusting, safe environment where employees won’t fear failure. Help your employees set realistic objectives and then provide the productive feedback and training necessary for them to build confidence in their ability of work through the problems and overcome the challenges they encounter.

Remove the Barriers

Brett Hoebel told us, “If I could give one tip for people – it’s not an exercise or nutrition regimen. It’s to walk your talk and believe in yourself, because at the end of the day, the dumbbell and diet don’t get you in shape. It’s your accountability to your word.” How can you remove the barriers to employee accountability? Start by modeling the behavior you want to see. Can your employees see that you are accountable to you word? Show your commitment, ownership, and resilience through your words and actions. Help employees set objectives that are realistic, give them control over their work, and then require them to account for their decisions and actions; not to instill fear, but to grow confidence and ability. Further instill accountability by giving employees the skills and control needed to respond to tough problems. And then, in the end, celebrate the victories.

Employee Morale, Engagement, Leadership, Morale, Organizational Culture, Team Building

What Do Employees Really Want?

January 29, 2015 Liz Stincelli

“Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” —Anne M. Mulcahy

By Elizabeth Stincelli, DM

Why You Should Care

Why should you care about what your employees really want? As Anne M. Mulcahy stated, employees are more productive, satisfied, and fulfilled when they know you care. Studies show that 70% of employees do not feel engaged in their work. Research has shown that employees are more likely to leave their positions because of their boss than any other reason. Yet, employers tend to think that a much higher percentage of employees leave for more money than any other factor. Less than 25% of leaders have a strategy for engagement. Only 40% of employees feel they even know the goals and strategy of their organization. Engaged employees are 87% less likely to leave their positions. Organizations with happy, engaged employees have two-and-a-half times the revenue and two times the net income of organizations with unhappy, disengaged employees.

The happiness and engagement of your employees affect your success and your bottom line. This should be reason enough for you to care. So, what do employees really want? I.C.E. is a good place to start.

Inclusion

Brian Eno suggested, “You either believe that people respond to authority, or that they respond to kindness and inclusion. I’m obviously in the latter camp. I think people respond better to reward than punishment.” Your employees want to be involved in something bigger than themselves. They want to know their company mission; they want to be able to tell the world what their company is up to; to be proud of where they work. Include employees in progress and strategy meetings. Encourage them to share the great things that are happening in the organization. Let them tell the story and be ambassadors for your brand.

Concern

Chris Hemsworth explained, “People who put themselves on the line and sacrifice their own safety for the greater good and for others, and anyone in any profession whose concern is the welfare for other people instead of the individual are inspiring and important.” It doesn’t matter your position or industry, you can always put your people before yourself. Let them know that you care. Your employees want a leader who provides them with concern for the greater good, empowerment, honesty, accountability, respect, and authenticity. Show them that you have concern for their growth and capability; recognize what they’re capable of and empower them to reach their full potential. Care for them as a person, not just an employee.

Engagement

Gary Hamel believed, “The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.” Employees want opportunities, responsibilities, and tasks that are directly related to achieving the goals and mission of the organization they work for. When employees are engaged they are more satisfied and create more value for the company. They want to be challenged and empowered to design their own tasks. When you engage your employees they will be more committed to accomplishing something valuable not only for the company, but for themselves, and their community.

Make it Happen

Ian Smith said, “I think happiness is a combination of pleasure, engagement, and meaningfulness.” Include your employees by sharing where the organization is, where it is going, and allow them to help design how to get there. Demonstrate genuine interest and concern for your employees as individuals. Show them that you care about them on a personal level, not just as an employee. Make sure they can see that you are looking out for their best interests before your own. Engage them in meaningful work that they find interesting and rewarding. Giving employees what they really want using I.C.E. is a simple step that will provide lasting reward.

Challenge, Comfort Zone, Fear, Leadership, Opportunity, Success

Breaking Out of Your Comfort Zone

January 22, 2015 Liz Stincelli

“A dream is your creative vision for your life in the future. You must break out of your current comfort zone and become comfortable with the unfamiliar and the unknown.” —Denis Waitley

By Elizabeth Stincelli, DM

Your Comfort Zone

Why break out of your comfort zone? You will never create anything new if you don’t stretch your boundaries and break out of the status quo. Getting out of your comfort zone allows you to see new possibilities and forge a new path to achieve your goals. Your life experiences are fuller and your horizons are broader on outside. You get to define who you are and how you view opportunity. Are you going to play is safe? Or, are you going to risk it all outside of your comfort zone?

Overcome fear

Dan Stevens believed, “The comfort zone is the great enemy to creativity; moving beyond it necessitates intuition, which in turn configures new perspectives and conquers fear.” Don’t let fear prevent you from thinking in new ways and trying new things. You’ll be amazed at how resilient, capable, confident, and courageous you can become. Learn to let go of the need to be in total control. Step outside your comfort zone, set aside your fear, and try something totally different.

Welcome challenge

J.R. Martinez said, “I’ve learned in my life that it’s important to be able to step outside your comfort zone and be challenged with something you’re not familiar or accustomed to. That challenge will allow you to see what you can do.” You possess a wealth of knowledge and experience. Trust this knowledge and experience to help you confront and overcome the challenges you will face outside your comfort zone. The satisfaction you receive from successfully prevailing in light of challenge allows you to create rewarding work. If you never feel uncomfortable you are limiting your possibilities and your growth. Embrace challenge; reframe your goals so they include learning new things and exploring new experiences.

Take risks

Edward Whitacre, Jr. told us, “Be willing to step outside your comfort zone once in a while; take the risks in life that seem worth taking. The ride might not be as predictable as if you’d just planted your feet and stayed put, but it will be a heck of a lot more interesting.” Let go of the idea of perfection; it is a concept that is unattainable and causes you to avoid risk. With risk, you face the chance of failure but, also the opportunity for great success. Visualize obstacles, see yourself overcoming them, and then take the risk. You may not always win, but you will always grow.

A New Normal

Robin S. Sharma explained, “As you move outside of your comfort zone, what was once the unknown and frightening becomes your new normal.” That which is scary will eventually become comfortable. You will open yourself up to amazing new experiences. You may even meet new people and develop new relationships. You are a work in progress. Break out of your comfort zone, face your fear, overcome the challenges, and take the risk; you’ll be glad you did.

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

By Elizabeth Stincelli, DM

Why You Should Care

Inclusion

Concern

Engagement

Make it Happen

By Elizabeth Stincelli, DM

Employee Advocate | Leadership Consultant | Author | Speaker