Rituals establish expectations. When someone says, “Good morning,” you respond in kind. When someone extends their hand, you extend yours.
You exceed expectations by disrupting patterns.
Exceed expectations by disrupting comfortable habits. The unexpected wakes sleepwalkers.
Don’t simply manage the routine. Interrupt it.
Negativity is a way of explaining. Change the explanation. Change the outcome.
Pessimists explain problems as: Permanent. Personal. Pervasive.
Optimistic leaders explain problems as: Temporary. Specific. Changeable.
“Finding temporary and specific causes for misfortune is a sign of hope.” Martin Seligman
Reject requirements you can’t defend.
Dead policies scare people into submission. Established practices need an exorcism.
Are today’s requirements good ideas gone bad?
“Simplifiers are accelerators.” Jon McNeill
Learn five questions that challenge requirements.
You go off track when you’re busy. Hectic schedules hide drift.
You’re off track when…
#1. You deal with the same issues repeatedly.
#2. People don’t challenge your ideas.
#3. You’re working harder than everyone else.
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Plus: 4 Ways to Avoid Going Off Track
The work isn’t crafting values; it’s living them.
Values show up in calendars, promotions, and confrontations.
What’s your system for aligning behaviors with commitments? When did your last meeting compare convictions with actions?
Leaders huddle in conference rooms debating definitions, grammar, and punctuation. Daily practice is all that counts.
Managers lead. Leaders manage. But they have different horizons. Management leans into the present. Leadership into the future.
Leadership asks, “Where?” Management asks, “How?”
Managers succeed when they fulfill five responsibilities.
The responsibilities of managers center on people.
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