Like a talented employee, a rubber band left in a junk drawer does not contribute to performance.
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Evaluation is not about finding a particular truth; it is a process of orienting different perspectives that establishes a common ground from which to move forward.
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Being busy is not a bad thing; the opposite would be boredom. The substance of that which makes you busy is important to evaluate.
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Entitativity is not about the collective identity and unity of large tree-like beings; then again, it is about your ability to create that perception.
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Setting, maintaining, and managing what consumes your focus can feel like a full-time job; because it is.
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If holding accountability makes you uncomfortable, pivot your perspective beyond ‘what is to be done’ and towards ‘who someone can be.’
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You are a social creature and seeking social validation is innate, yet frequently not useful; manage accordingly.
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When driving performance in any capacity, the energetic demands to sustain performance are critical to address and cultivate.
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When stuck, what do you seek out in order to get moving?
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Take a minute to notice the stimuli and ways of thinking which influence your development goals.
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Your message lives on a parabola of interest; your effectiveness in delivering it correlates to your position on the upslope or downslope of the parabola.
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It is easy to assume someone is incompetent or nefarious. More probable is they are unclear around the contribution needed or expected from them.
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Remembering the shoulders you have stood upon to get to where you are is important. Equally important is finding where you can be that shoulder for someone else.
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Our ability to categorize is essential in making useful distinctions and meaning. In terms of bias, it also opens up a multi-directional pathway for mis-categorization.
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We naturally evaluate cognitive load through physical indicators. The correlation between cognitive load and bias is less clear but equally important to consider.
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Process streamlines functions and enables performance. Generalized process enables our brain to apply heuristics to incorrect outputs.
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Is your feedback in service of someone’s long-term growth or does it highlight your conflicting preference?
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Few consider themselves naïve. Conversely, most consider themselves realistic. Objectively, you are unconsciously more of the former and less of the latter, though not in the way you expect.
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Asking powerful questions is an invaluable skill for every leader. Much of its value comes not in an ability to be clever, but to be curious.
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If you are stuck on moving something forward, the barrier might not be external factors, but your overall internal approach.
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