Do you find yourself pulled between your personal desires or responsibilities and doing what needs to be done for your business or career?
In the early 2000’s while managing over one hundred and fifty staff spread across more than forty-one thousand square kilometers, (without Zoom or MS Teams) I was introduced to the concept of work life balance, and I began instilling the idea with the team.
It sounded like a great theory at the time, especially with early mornings and late evenings after driving from location to location to visit team members. But with hindsight and knowledge backed by personal experience I came to understand that to obtain true work life balance, a 50/50 split, was not only impossible but trying to achieve it was creating unnecessary stress… kinda defeating the purpose.
In the world we woke up in today, things are vastly different than twenty years ago, we can access work from personal devices, and connect with team members across multiple time-zones with the click of a mouse and more of us are choosing to work from home making it so much easier for our focus to be hijacked by less important and often trivial distractions.
This can have a detrimental flow on effect on our productivity, relationships and performance as we unconsciously relegate the things that matter the most to the ‘I’ll get to that later’ list.
In the leadership programs we run, there is a fun and often tormenting activity we do where participants are forced to let go of the things they believe are important to them in order to get to what really matters most…
One by one we witness managers and leaders letting go of their gym memberships, their barista brewed coffee, their nightly glass of wine, their entertainment subscriptions, their hobbies, and even personal freedom is sacrificed as they narrow down to the one thing that matters most to them.
Do you know what 98% of participants declare as their most important thing, what they couldn’t live without? It’s Family!
If you find yourself doing things that are not important, or chipping away at outdated processes, maintaining unproductive habits that take you further and further away from what matters most to you or heck, you may still be trying to achieve the impossible 50/50 work life balance, you know, feeling guilty at home on the days when work needs to be a priority and thinking you’re in the wrong, or your reputation will be ruined, when personal and family commitments impact your work.
It doesn’t have to be this way, you can equip yourself with cutting edge tools to help you navigate the demands of the day, increase productivity, and focus on what matters.
I know it can be painful doing things that are not working for us and at the same time not having the knowledge to push back confidently and intelligently on the things that negatively impact our well-being, relationships, goals, values, and time.
Before learning or sharpening the tools that will help you do more of what matters… you may want to first understand the 6 most widely experienced derailers I see people from all walks of life struggle with.
After 20+ years of diving into the fields of human potential, mindset and neurobiology and psychology combined with 1000’s of hours coaching I noticed common traps we all unwittingly fall into when it comes to getting to the things we really want to do or spending time with the people that matter most.
If you are like me and want good results, I have no doubt that you know that to achieve results and perform at our best we need to be confident in our decisions, efficient in our thinking and productive with our time.
This is easier said than done because no matter how hard we try to be productive and do what matters, there always seems to be people, situations, notifications, and that pesky inner voice that have the potential to distract and derail us.
Derailer #1 - The People Pleaser
What I have noticed both within myself in the past, and with coaching clients is the first issue we face. To put it simply, we want to please everyone.
Being a people pleaser and not being able to say no effectively leads to doing things not aligned to our goals or doing things to keep other people happy or maintain an unhealthy peace.
Derailer #2 - Wired to Avoid Change
The second derailer comes from our neurobiology - we are wired to avoid uncertainty.
This innate need to feel safe can slow down or even prevent decisions from being made. This leads to procrastination because we’re afraid to make a start or do things differently. We end up fighting against anything that takes us away from homeostasis, clinging to how things are or how things were, wired to stay in the safety of an outdated way of being.
Derailer #3 - Unhealthy Habits
We can look to biology to understand the third derailer. Derailer number three is our unhealthy well-being habits draining us of the energy we need to get things done.
Our energy is derived from the type of food we eat, how much we move, and the quality of our sleep.
These are all important factors that impact energy levels and our ability to do what matters, often giving preference to an easy task (think Netflix, gossiping or social scrolling) to match our low energy levels.
Derailer #4 - Misaligned Identity
The fourth derailer is a psychological one. When our subconscious identity is not aligned to the work we need to do we will unconsciously sabotage our efforts.
When who we assume and believe we are is not aligned to who we need to be to get the work done we end up going in circles often reverting to our old ways.
If you want to dive a little deeper into the power of your self-image, grab copies of Gay Hendricks book ‘The Big Leap', Chip and Dan heaths Book 'Switch' or Maxwell Maltz book ‘Psycho Cybernetics’.
The deeply held beliefs you hold about yourself create a protective system that can sometimes lead to us sabotaging our efforts to focus on what really matters.
Derailer #5 - Unsupportive Environment
The fifth derailer is an environmental one.
You can't be productive if your physical, social, or mental environments are unsupportive.
To set yourself up for success in this area be sure to create an uncluttered space dedicated to the work that needs to be done. Ensure that you are socially supported by engaging in a coach or buddy to cheer you on and hold you accountable to delivering on your objectives.
It is equally important that you create a supportive mental environment by choosing narratives that support your outcomes such as telling yourself things like:
In essence you’re giving yourself a pep talk to override any beliefs that suggest you don’t have the time, energy, or capacity.
Remember: Your mental attitude will always influence you output.
Derailer #6 - Distractions
And sixth most common thing that derails us is distractions, and wow… the world certainly has turned up the volume on distractions and shiny objects, stealing our attention away from what’s important.
Distractions big or small such as noise, notifications, interruptions from other people or pets, regularly checking emails or your phone. Anything that takes you away from what you are doing are the biggest derailers of productivity.
These unwanted intrusions on our time slowly eat away at any hope we may have of consciously integrating our work with our life.
Believe it or not distractions are the easiest to fix when you know how to set boundaries for yourself and for others. If you'd like some easy fixes to help you deal with distractions grab yourself a copy of Nir Eyal’s book ‘Indistractible’
Getting Back On Track
What’s interesting about these six common derailers is that we can overcome all of them by overcoming the first one.
Once we know how to say no in an enlightened way, we begin to help ourselves and others to let go of the things that no longer serve us and to focus on what’s important.
We can set boundaries for ourselves to create healthy well-being habits, we can set clear limits and expectations as to the person that we want to become, we can say no to the things in our environment that get in the way of our best performance, and we can deliberately put measures in place to ensure we are not distracted from what matters most moment to moment.
It’s up to you to get yourself on track and more importantly, stay there. The tools are available in books, podcasts, and courses.
The first step is to determine what really matters to you, what’s your priority in any given moment then check to see which of the derailers are present.
We know that knowledge alone doesn’t do a darn thing, so if you want support to kick any of your bad habits, outdated self-beliefs or fixed mindset to the curb…
I’m opening up my diary to 6 people who are yet to experience Blue Chip Minds Coaching and who want to get back on track to join me for some complimentary 1:1 time in a 30min get me back on track session.
So… what stops you most often?
Drop me a line, I’d love to hear what derails you and how you plan to get back on track.
Here’s to you doing more of what matters.
Contributed by Georgia Ellis
I’m confident that you would have experienced being in a conversation with someone, and you get a sense that they aren't really paying attention to you, maybe it’s not a sense, maybe its downright obvious that their attention has been hijacked. You notice their eyes not meeting yours, they’re checking a device, or their attention span has been shortened from device overuse. They may randomly comment but what they say is totally irrelevant to the thread of the conversation. Personally, I find this not only frustrating, but it quickly dials down my respect and trust in the other person.
By no means am I always an active listener angel, I notice my ability to pay attention diminishes when I am tired, stressed out or preoccupied with a project. I assume this may be the case for you too. What I have come to understand over time is that listening, like any other skill, can be improved and more importantly, our ears, eyes and for some of us our highly tuned empathic sensing provides a direct link to our hidden modes of communication.
There is something magical about being fully heard by another human. When we share ideas and experiences unencumbered by judgement or having someone want to solve our problems we feel liberated and connected. The shared space creates a deep connection with the other person increasing mutual trust, respect and sometimes a feeling of catharsis.
One of the biggest challenges in personal and professional relationships is creating space for effective two-way communication to occur. We need to manage both our internal and external environments effectively in order to do this.
Manage your External Environment to connect deeply.
One of the things I love to do is catch up with friends, not over a coffee, but for a walk-in nature. There are a number of reasons for this, the first being I love being in nature and all the benefits it brings, and secondly to create a space for undisturbed connection, nature has fewer background distractions that are often found in a café, no dobt you’ve experienced the clanging of coffee machines, conversations nearby reverberating off the tables, walls and floors, and the constant interruption of a staff member asking if the meal or coffee was ok.
Consciously choosing where you meet, or talk is a great start, then removing any distractions is always helpful. If you’re at home, put the TV on mute, or turn it off, put your phone on silent and pop it away and out of sight and for those of you with smart watches, there is nothing more frustrating than having a conversation with someone who repeatedly lifts their wrist to check notifications or interrupts the conversation to share that their watch was telling them that mum’s calling, but they won’t answer it. So, maybe turn of your vibrating notifications too.
When we converse over the phone or online, the same rules of deep engagement apply. Although you may not be in the same physical location, you can still be 100% present. Do your best to dial in from a location with as little distraction as possible away from pets, partners and children, turn off notifications and close down any other apps. When you do this your focused attention on the conversation will pay huge dividends for yourself and the relationship.
When scheduling time to be with another human be sure to use the time to be fully present for each other and allow for the natural flow of the conversation to take you to a place where nothing else exists, there’s no time, no one else and nothing else matters.
Notice your Internal Environment to be fully present.
When dealing with other people being able to share your thoughts and wishes effectively is a something most of us can do with some level of success. But we also have to be open to what others have to say. The most important aspect of creating and nurturing relationships begins with active listening. Active listening is an inside job and can be a challenge to master.
Most people confuse hearing with listening. This can lead to misunderstandings, arguments and frustration for both parties. If you are the one needing to be heard, and you’re not, you may end up lowering your respect levels and trust for the person you are with. We can't control other people’s actions or how they listen to us, however we can set boundaries or rules of engagement if someone is continually distracted when they are in our presence. (we’ll cover how to set boundaries in another article)
Active listening is an inside job, it requires awareness, curiosity and compassion. Often when communicating, our inbuilt filtering system prevents us from really hearing the other person. Our beliefs create confirmation bias, our assumptions cause misunderstanding, our predetermined judgements about a person or situation may stir up a perceptual defence and our emotional state may lead to us to only hearing what we want to hear.
We often think that it takes courage and confidence to share our deepest thoughts and to be heard, and it does, but it also takes awareness, courage and confidence to shut up and listen.
Become a great listener
Active listening is a skill any one can learn (and most of us need plenty of practice) Active listening will become your go to tool once you discover its power to improve personal and professional relationships. If you don't invest in becoming better at active listening, you will unconsciously discount other people’s perspective, ideas and experiences and they in turn will become emotionally distant (not a great thing in an intimate relationship) and they will no longer want to contribute to conversations or provide creative ideas (Impacting the progress of a business)
Active listening basics
The aim of Active Listening is to build respect, gather information, expand our perspective and increase understanding. In a world of constant distractions where our attention span has become less than that of a goldfish perhaps we can borrow a line from Mark Anthony’s request for attention in the play Julius Caesar, by William Shakespeare. Where he announces “Friends, Romans, countrymen, lend me your ears"
It takes attention, focus and the willingness to accept what is being expressed without judgement. Can we lend our ears and eyes 100% to the person attempting to communicate with us?
Here are 5 tips to help you become an Active Listener Angel.
1. Pay Attention
2. Show You're Listening
3. Compassionate Curiosity
4. Defer Judgment
5. Respond Respectfully
Active listening is one of the many communication tools we can use to build trustworthy relationships. Make time to listen to the people that matter in your life, it doesn’t make sense to be too busy to listen to someone else's story, opinion, idea or point of view. Listening is a beautiful gift of our most precious resource ‘time’ that we can give to others allowing humanity to thrive and grow together!
p.s remember to have some fun!
Contributed by: Georgia Ellis
I know it's hard right now balancing commercial goals with the well-being and growth of your people and somehow you did it! It is an absolute honour to work with business leaders and decision makers who not only realise that that their people must come first, above the customer and the shareholder, but they take inspired action towards making it a reality for their organisation.
I often wonder how many organisations expect their tired, wired and depleted team to show up and be the best for each other and their customers, especially when they have not been able to invest in themselves first. How can a person truly connect, influence and shine for a business if at first, they can't shine for themselves?
I love the challenge of working with you to help you serve your people in a way that has never been done before. I love that you knew there was a better and different way to invest in your team and when we shared our approach it resonated deeply with you, and you took immediate action to get started. I now realise you had been searching for unique and proven ways to serve your people and the business at the same time, and here we are :)
I love that you generously invest in your people’s personal growth, professional development and wellbeing, to help them thrive in life so that in their thriving your workplace becomes a hive of positive and profitable activity.
I admire the work you do and your bigger vision as a business to truly make the world a better place with your products and services. Instead of playing the short and finite game, your organisation plays the long and infinite game where everyone wins including your customers, clients, team members, shareholders, stakeholders, vendors and the world we share.
I am forever grateful that you found us and that we have worked together to create solutions to meet your unique needs. It is a delight working with you all, most importantly and above all, we love your team, your leaders and all the people who participate in our programs, they show up, play full out and in doing so they become better humans. Together your organisation gets to meet your goals and Blue Chip Minds gets to meet ours.
I admire that you listened to that deeper knowing that went against convention, you sensed
and truly believed that you have to, need to, and want to do more for your people. Your commitment to building self-awareness, helping people think differently and providing a wider lens for them to see challenges in a new light and providing them with the tools to thrive… not just at work…. but in life, is a massive paradigm shift as to how organisations approached their workforce in the past. It’s because of you that I have faith in the future of humanity and big business.
Your leaders have shown that they are ready to lead in a multidimensional way and now they have the tools to do it, helping your organisation to become a human centered commercially minded workforce.
I can’t say I’ve ever felt this way about a business client, and not sure if it’s good for business to say this out loud, but to hell with convention right! I have to say it.
I Love You!
I'm thankful that we are aligned and our work together is profitable and beneficial for everyone! Thank you for reaching out. Thank you for being a modern-day Robin Hood and showing up for your people.
Thank you for caring - together we can help to make the world a better place.
Georgia + The BCM Team.
Contributed by Caterina Viterale
Reframing responsibility to help organisations, teams and individuals be better humans
Until recently, I have had a tug-of-war like relationship with the idea of responsibility for as long as I can remember. This recent shift felt like I was handed a key to a new understanding that nested in my mind and then expanded to create a form of internal freedom.
As if handed down by the magical powers that be directly into my awareness, I was offered a unique and transformative way to reshape how I look at, and understand, responsibility beyond what I had thought previously, which was always associated with a role, title or position.
I now consider this a framework, a concept, a potential mapping of sorts, for how we can navigate ourselves and each other through the terrain of modern living and all of its complexities, and in this article I will be sharing it with you.
So, grab yourself a glass of your favourite beverage, sit back and let’s go on a little meditative and contemplative ride of curiosity and wonder together about how we can potentially reshape how, and what, we think when it comes to responsibility.
Responsibility, for a very significant amount of my 32 years of life, has been an extremely heavy, yet liberating, topic and experience for me. On a personal level, it’s been extremely burdening. On a professional level, I have always thrived with some form of weight on my shoulders – a team to manage, a goal to hit, something to organise, pieces to put together.
Recognising why I have these two experiences of the same topic was something I really struggled to understand and master.
Why was I exceptional at managing a team, being a good leader, and exceeding professional goals, but I could barely manage my personal life?
Why was it different?
I couldn’t figure it out because the weight of my personal responsibility was too heavy for me to be able to look up, look around, and see things differently.
Then, one day, a few months ago whilst meditating, an entirely new way of looking at responsibility came to and through me, right when I was no longer looking to understand it.
And this is what I will share with you.
The New Understanding
“The application of one’s ability to provide an appropriate response to any moment or situation, whereby one has, or is perceived to have, something that is of benefit to someone or something, including themselves”.
Let’s highlight the many important, and specific, elements to provide us with the guidelines for putting this into practice, and break down this new way of thinking about response-ability.
Application: because the rest of the definition becomes completely useless if we do not APPLY it. Simples.
Ability: ability for humans is never one dimensional. It is both within and between the elements of physical, emotional and mental that we may or may not actually be able to do something.
I may know you have the intellectual capacity to fulfil a task based on past experience, but not know that you’re physically unable to do so in this moment because you’re exhausted from lack of sleep as your new born child is unwell. Or because you’ve started seeing a therapist about that childhood trauma no one knows about and it’s emotionally and physically exhausting you.
We may have assumptions about someone (colleague, friend, partner, parent, employee, neighbour, person at the checkout) with regards to their ability to fulfil a task, without considering the infinite number of factors that contribute to one’s ability to do so, even if it appears, they are, in fact, able to do so on face value.
This is where the co-founder of the Flow Genome Project Jamie Wheal’s ‘Playground Rules’ provides a handy rule to live by:
#2 “Benefit of the Doubt (Everyone's Doing Their Best!)”
Appropriate: This is about emphasising whether or not we have consciously assessed the situation and considered the response we are about to make is, in fact, as appropriate as we can assess it to be.
This requires a certain level of mental development and complexity - specifically the utilisation of a particular mental faculty, ‘perspective’.
How many perspectives outside of our own have we considered in our analysis of an appropriate response?
What internal space is this analysis coming from?
Are we angry, tired, hungry (or hangry), overly excited, focused on one perspective?
Does it feel rather cerebral, meaning, are we just thinking about it intellectually, or are we allowing for things such as empathy and compassion to enter our consideration of what’s appropriate?
The findings of our internal investigation provide important reflections and considerations for how we may expand what we consider appropriate.
Response: without getting into technicalities of dictionary meanings, I feel the significance of response is that, in embodied practice, it is very grounded. It is clear, open, attentive. It is a state of assessing as much available information as possible whilst knowing that even in this state we are unable to know absolutely everything. Thus, remaining open to the information we receive as a unique opportunity to add to our knowledge base.
I want to emphasise also what it is not, and more specifically what it isn’t in comparison to a reaction.
Typically, when using ‘reaction’ in conversation, there is an assumption that the reaction was a direct and immutable outcome as a result of a specific cause that is often emotionally explosive; it’s automated and without control or influence.
This is definitely not what I feel a response to be.
Response seeks to find the causation(s) of the present moment, assesses it in as many ways as it seems appropriate that is the most expansive and inclusive, then consciously CHOOSES an outcome.
A moment or situation: this brings the mind’s attention, and the practical application of this response-ability principle, to the here and now (whatever present moment we find ourselves in).
Not yesterday, not tomorrow, not in five minutes time, nor the previous encounters with this person/s in the environment we are in.
It’s the here and now, which requires a specific state of mind that has the ability to absorb it for what it is, and not what it has been previously or what we anticipate it to be.
Has, or is perceived to have: sometimes we know what we have, and sometimes we need others to provide the information to bring it to our attention.
This is particularly useful in times when we forget that we have a skill, resource or piece of information that is so automatic in our existence that we forget we have it.
Take speaking our native language as an example.
Most people use it so frequently and have become so acquainted with its existence and use that they forget that it is, in fact, a skill that could be used to help others – a foreigner, a blind person who is unable to read/see something, or even as a means to voice an injustice/issue that requires attention.
Something: it’s important to remember that something isn’t always an object – it can be an idea, a word, a resource, and in fact, something can even be a nothing. The thing that you may be able to provide as an appropriate response is, well, absolutely nothing (silence, for example, when listening to someone share their story).
Benefit: most often, we are used to considering benefit as strictly on the positive side of the negative to positive spectrum. It is important to note, however, that benefit may also include an outcome where there is a reduction in the negative, thus, moving the indicator within the spectrum closer to the positive side and away from the extreme negative side.
Someone, or something: we live on a planet, that doesn’t just have people. It has objects, other living organisms, constructs, ideas, beliefs, houses and e-v-e-r-y-t-h-i-n-g else that exists outside of our present here and now. Therefore, it isn’t just about responding to people within a moment or situation, it is also guiding us towards paying attention to, and considering the benefit of, e-v-e-r-y single thing that exists.
Including ourselves: well, because, most of us just don’t think of ourselves, especially when it comes to responsibility! It’s often housed in the environment of others – our roles and duties to others and things outside of ourselves. This can create an array of negative consequences. From illness, to stress, to poor health, poor sleep, no money, poor relationships, minimal joy, and everything else that you can think of when you take a moment to reflect on all the ways you’ve neglected yourself – your body, your wants and needs, your desires, your feelings and emotions, your experiences.
Now that we’ve delved a bit deeper into the elements of this alternative perspective of response-ability, let’s ask a really important question.
Why is this even important?
If we consider many of the issues we face globally, much of it stems from a lack of response-ability.
“How many times have I seen someone (including myself) dismiss an idea or action - a response – when something clearly needed to be done?”
For example, a task at work that wasn’t part of your “job title/duties” so you ignored it; a conversation you avoided having about something that needed addressing but was put off and the issue became far greater than it needed to be.
The list goes on.
And when we collectively leave a large amount of small things unchecked or ignored, they build to HUGE mountains of things that suddenly seem too overwhelming.
I mean, just take a look at the news over the last year, where do we begin?
More deeply, if we consider the global social, economical, political and environmental landscape, a significant portion of it involves us needing to pick up the pieces of other people’s lack of response-ability - we are constantly having to utilise our time, energy and resources rectifying the consequences of others behaviour, decisions and actions, as opposed to showing up in the world and living a life that is full of richness and the freedom to create playfully.
We are devoting the one resource that we have always known to be finite and irreversible in the physical plane – time – to resolving issues as a result of a lack of response-ability of our fellow humans in the past, instead of basking in the playfulness of existence itself.
And, sometimes there’s no stronger blockage than a perception of finite time that limits our ability to be conscious and aware in our actions.
This is an important segue into an often ignored, yet extremely influential element that can dramatically impact one’s ability to practice response-ability.
Burdened people burden people.
Photo by Ben White
We’ve all heard the common phrase: ‘hurt people hurt people’, but when do we consider the reality that often, burdened people burden people?
Think about the Manager who is overworked, stressed out, and feeling overwhelmed by the disproportionate ratio of their skills to the tasks required of them by those above (and sometimes, below) and so unfairly demands more from those they manage and increases their workload?
The single parent, working their asses off (or are unable to), struggling to overcome a past trauma and so demands more from their child, intentionally or unintentionally?
The person in a position of power who is burdened by a personal situation, who comes to work carrying that weight into a decision-making process, and then chooses the less personally consequential option that has an increased workload on others, as opposed to the harder, but more appropriate, option?
What happens in all of these situations?
The person burdened, begins to unwittingly burden those around them.
Whether by having to take on tasks, or holding space for them to react to their stresses (as opposed to processing their emotions in a healthy manner), the weight gets distributed to others who are already carrying the burden of the people and environments they’ve previously been in.
And so the burdened becomes the burdener.
When we’re burdened, we cannot perform optimally, and at our best; we cannot give to ourselves, each other and the here and now moment we find ourselves in. Essentially, we cannot be response-able.
So, what can we do?
2. Remember that during times of emotional, physical and/or mental internal imbalance, people are not at their best, and therefore, we need to recognise the inability of the other person to provide what we believe to be an appropriate response.
A potential tool for these moments would be to become curious and ask the person we are about to request something from, “what is your current energetic, emotional, and physical capacity?”
We could even go so far as to ask them to rate their levels out of 10 or 100, and if used in a team environment, whoever has the highest score may be able to take the reins for a moment to allow others to regain their equilibrium.
3. Use the description of ‘response-ability’ as a principle to live by, outside of roles, duties, status and labels – let’s perceive it as a guiding principle.
Here are nine ideas I invite you to consider to help make the shift from responsibility to response-ability a little more easier collectively.
1. It’s a paradox that we must develop in to
We must both let go of, and embrace, the past and future in helping us navigate the now.
In the context of providing an appropriate response, we must clear ourselves of the past conditioning and future assumptions that blind us to providing an appropriate response, whilst also utilising past knowledge and holding future ideas and plans to help us navigate the situation to the most appropriate and beneficial outcome.
This can be challenging for some, as it requires a high level of mental complexity that many of us are not yet capable of, or are still developing into.
Therefore, we must consider this a journey towards response-ability mastery on both an individual and collective level due to the navigation towards, and transformation to, living this as a guiding principle.
Developing self awareness through mindfulness practices such as meditation can assist us in the optimisation of processing throughout the here and now and maximise the ease at which we can practice this principle fully.
2. We’re all going to be students, and teachers
No one is a master at this, nor will they be. Every moment we are growing, evolving and changing, as is everything else that exists, and therefore, there will always be more to learn, to adapt to and to consider.
What’s that playground rule again we need to follow?
“Benefit of the Doubt (Everyone's Doing Their Best!)”
3. It’s never going to be 100%
There’s ALWAYS going to be some form of “problem”. This perspective isn’t about solving and eradicating all of the tension in the world, it’s about limiting the amount of unnecessary realities we’re creating that require subsequent solutions - the burdened burdening others included.
We must ensure our thinking going forward is built upon a foundation of knowing there is no final and complete utopian destination.
4. Try to refrain from worrying about over there, focus on your here
Until your ‘here’ is functioning optimally and beneficially, refrain from utilising your valuable energy, time and resources on the “over there” situations – trust that they are being dealt with by those there, experiencing their own here and now within it and utilising these same principles.
Make sure your house is in check first, then go out and help others optimise theirs.
5. There’s no reason not to play and have fun
This piece was written deliberately with a hint of playfulness to provide a glimpse of the light-heartedness that we can bring to the spaces we occupy.
It may feel as though we have a big job to do – personally, professionally or collectively as a human race - but if we bring an element of play and child-like wonder, we can get the job done in a much faster and cohesive manner.
Maybe we can start asking ourselves “how can I make this a more enjoyable process?”
6. Trust ourselves, each other and the bigger picture – all of which we know very little about
The greatest of minds have always proclaimed that the more they know, the more they know not.
Let’s take that piece of advice on face value and act accordingly.
7. We have a choice
Response-ability is a tool we can use to help us CREATE the world we want to live in – it gives us agency, sovereignty and conscious engagement, and not simply be a passer-by in this great adventure that is life as a human on this planet.
Let’s CHOOSE to be the person/s we want to see in the world.
8. Not everyone is as keen as you are
When we think something is important, we forget, or simply fail to consider, that whilst we are having an experience right now of something having our focused attention, so too are the people around us who we are interacting with.
We must remember that no matter how important or significant we feel and believe, or even know, a thing that is requiring our attention is, we must accept and forgive those who cannot give us the energy, focus and attention we may want or need.
9. Response-ability is always a 100% game
If you are conscious, and in a body that is able to move with conscious engagement, then you are 100% responsible for your response-ability - remember, existence equals responsibility.
No situation is about breaking down who contributed what percentage of 100% of the outcome.
It’s about taking personal accountability for our own actions, choices, and behaviours (including what we do not do), and recognising that we are 100% responsible for the contribution we made in any given moment.
We shift our focus and analysis from “they did A, B and C!” (usually blame) to “what did I do here?” (self empowerment and mastery).
The more I think about this, the more I feel there’s so much to say, develop and find clarity on how the actual practical application of such a framework fits across our lived experiences.
Though, essentially, I think it can be summed up by being more considerate of others and the environments we find ourselves in, and shifting our focus and attention from other people’s choices, actions and behaviours to our own.
If we at least start from there, I trust the magnificence of who we are on a fundamental level - kindness, compassion, openness, curiosity, playfulness, joyfulness - will help us find our way.
Reigniting Human Commerce with Visionary Leadership
To my continually learning mind, I always thought commerce was a business term that related to an intent of making a profit. I had not come across an older meaning, which I might add, I love, where commerce once related to the social dealings between people.
Imagine, if you will for a brief moment, a business that focused equally on making a profit and improving the interactions between humans.
Over the last few weeks, I have been delving into a few different business models and research articles, chatting with senior leaders and heck, I even chatted all things leadership on Clubhouse to better understand how we can create more warmth and understanding in our human interactions both at work and socially, and whether organisations actually invest in improving their Human Commerce. Sadly, I have found only a handful of socially responsible organisations channelling their L&D funding into creating better humans within their workforce while also investing in technical and on the job skills.
If philosophers have been telling us for centuries that the ultimate goal of existence is to achieve our highest good, for our values to be met and priorities to be achieved, then we can’t deny that we need a supportive social system to help us in our personal pursuit of happiness.
Everything about our existence nowadays relies heavily on human interactions, from the parcels being delivered from amazon, to the checkout assistant at the supermarket and the person in a foreign country doing their best to solve our problems over the phone. Interactions with friends, colleagues and family also get added into the mix. We can’t deny that our happiness is entangled with, and relies on, Human Commerce. Each of us, regardless of our assigned roles at home or work, needs to take responsibility for becoming better within ourselves in order to support others in an effort to improve the warmth of human interactions and to increase our collective happiness quotient.
How can you contribute to our collective happiness quotient?
The answer is simple, aspire to become a Visionary Leader.
Most of the population either works for a business or owns a business. It seems strange to say that happiness and business have anything to do with each other since for most people work can be soul destroying. Yet research is showing us that the two are linked business can enhance human wellbeing!
In July 2019 during her TED talk, Nicola Sturgeon, the First Minister of Scotland displayed Visionary Leadership and discussed the importance of creating an environment that allows everyone to thrive. She said:
“What we choose to measure as a country matters. It really matters, because it drives political focus, it drives public activity…. GDP measures the output of all of our work, but it says nothing about the nature of that work, about whether that work is worthwhile or fulfilling.”
She goes on to say that:
“Economic growth matters -- it is important -- but it is not all that is important. And growth in GDP should not be pursued at any or all cost… the objective of economic policy should be collective well-being: how happy and healthy a population is, not just how wealthy a population is…. when we focus on well-being, we start a conversation that provokes profound and fundamental questions. What really matters to us in our lives? What do we value in the communities we live in? What kind of country, what kind of society, do we really want to be?”
It is refreshing to hear world leaders speak of balancing Human Commerce with gross domestic product, and I hope that one day it is reality. In the short term, perhaps we need to look to businesses, not to governments, to effectively kick-start the wellbeing movement by balancing profit and people and contributing to the wellbeing and welfare of its workforce and community.
By helping their employees grow and delighting their customers with innovative and meaningful products, businesses have an opportunity to make a positive contribution to the world. This type of approach (if adopted) would also have a positive effect on the business as the community reciprocates support. The aim of a visionary leader would be to nurture and create more visionary leaders. Creating a movement of people who know how to infuse soul, in the form of emotional and intellectual energy, into their organisation and community.
How do you become a Visionary Leader?
1. Have a Vision that is Greater than You.
Designing a vision that is beyond yourself creates opportunity and challenge for you and the people you lead to do their best. All of the studies that I have researched investigating Flow states, show that it is experienced predominantly at work, in contrast to the belief that it show up in our free time. This rich experience often occurs at times that involve moments of crisis or when a person is stretched beyond their known limits or challenged to be creative in the pursuit of a meaningful vision. These moments of deep Flow, caused by the right amount of challenge, infuse soul into a person’s work - they end up transformed through their efforts and become someone more complex than they had been before. This is usually good for the individual and the business. Think about how much time you spend either at work or working on tasks for work at home. It’s a lot of your time! If you are part of a business that doesn’t enable you to grow as a person, to grow in self-knowledge and wisdom and build your ability to relate to others, the business is not doing you (Human Commerce) or their bottom line (Business Commerce) any favours. What we need are more workplaces where people can learn more about themselves through the pursuit of a worthy vision and integrate the knowledge to promote self-awareness and increase their mental complexity.
2. Build Trust
Having a vision for your team, family or organisation to move towards can be an incredible motivator, however, a vision on its own won’t build sustainable Human Commerce. The most important principle of Human Commerce is trust. No one will buy into your vision if they don’t trust you or each other.
When working towards a common goal, a Visionary Leader can build trust through motivating people by combining the Individuals Interests and the Common Interest of the group while also embodying the four trust building leadership traits; Credibility, Reliability, Empathy and Low Self-Orientation.
A Leader can usually improve an Individuals interests with external incentives such as pay increases, promotion or a fancy job title. However common interest is earned through a demonstration of respect for the value of each person. Most team members won’t be of service to a leader’s vision unless the rules are fair, their contribution is recognised, and their integrity is respected.
When a Leader cuts corners, shows favouritism, is unfair, doesn’t do what they say they will do or is thoughtless, they undermine the common interest of the group and trust diminishes. When this happens on a regular basis, the only thing keeping the vision alive will be external incentives. Which, unfortunately, over time will have a detrimental effect on the business in the form of low morale and less profit as more extrinsic incentives are needed to keep people performing their job.
A Visionary Leader can build trust by investing their mental energy into monitoring and enhancing the wellbeing of everyone. More importantly, to build credibility, reliability, empathy and to balance their focus between their personal needs and the needs of the collective. they must develop self-discipline based on self-knowledge.
3. Develop Self-Discipline and Self-knowledge.
“The only journey is the one within”.
We all know that nothing is ‘free’ in the material economy, similarly nothing comes free in your psychic economy either. If you are not willing to invest energy in understanding your mind and body (your internal reality) and end up wasting time and money chasing external rewards, you lose the ability to master your life and end up a puppet of circumstances.
Getting to know yourself as a leader must involve questioning which of your values and beliefs are fundamental and support your vision and which ones have no substance or have been acquired by accident and no longer serve you or your vision. Knowing how to think is far more valuable in this day and age than knowing what to think. A cutting-edge way to gain self-knowledge is to make accessing Flow an integral part of your life.
4. Create an Environment that Allows People to Thrive
In his book “Good Business” Mihaly Csikszentmihalyi suggests there are two pillars of happiness and the fulfilment of potential. The first pillar is ‘differentiation’ this involves realising that you are unique and responsible for your well-being and are willing to develop your uniqueness wherever it leads, enjoying the expression of our being in action. The second pillar involves ‘integration’ this is realising that even though we are unique, we are also enmeshed in networks of relationships with other humans, culture, and with the surrounding natural and man-made environment.
A person who is fully differentiated and integrated develops high levels of mental complexity and is more likely to lead a happy, vital and meaningful life. They are also known to contribute positively to their work and improve Human Commerce. They are, as Abraham Maslow describes ‘Self-actualised humans’, and they are happy knowing they can continue to activate their potential. A Visionary Leader ensures they develop every team member, regardless of job title, to reach this level of awareness.
To do this a Visionary Leader purposely creates an environment that allows people to;
Conventional Leadership Be Gone!
So, what if nothing changes? What if businesses and their Leaders continue to tip the scale in favour of making a profit over the increasing need to balance profit with Human Commerce?
In my role at Blue Chip Minds, I see first-hand the effects on business and their workforce when conventional thinking and leading is the norm. People are either overworked, burnt-out, feeling devalued, or not encouraged to perform at their best. They are often treated as cogs in the process of production which ends up diminishing them as humans.
It appears that focusing on profit and developing the technical skills to make greater profits, is doing more harm than good. Participants of our programs often share stories of Leaders they don’t trust, toxic work environments, feeling undervalued and not heard. Most express deep appreciation to us for creating the right circumstances for them to integrate knowledge within themselves and help them to gain clarity on how they can be a better human personally and professionally.
What We Can Do – Together!
Instead of ignoring the complexity of humans, businesses and leaders can embrace our need for love and growth and help motivate workers to pursue common goals by having an appealing vision, establishing trust, encouraging individual growth and to stop depriving workers of the joy that comes naturally from doing their best.
If you are an individual in an organisation, I invite you to take full responsibility for creating your happiness. If your workplace or manager doesn’t give you clear goals, create your own. If you are not provided with immediate feedback in relation to your performance so that you can adapt, ask for feedback outside your annual or six-monthly review. If your work is not challenging you to grow, find a way to dial up the challenge of your role.
We all have an incredible opportunity to help create a better future for each other and to shape workplaces that are as exciting as a sports match final and as soulful as a spiritual retreat. Where Human Commerce and business profit both share equal space on meeting agendas and in business expenditure.
When the well-being of a workforce is at the heart of every business decision, it creates a better, healthier, fairer and happier organisation, and the business role models how society can find happiness together in a disconnected world.
If you are looking for ways to develop Visionary Leaders, a responsible workforce, or invest in yourself, our most popular professional and personal development programmes include:
Our Contributors are a mix of passionate and switched on Humans ready to share their, career, business, well-being, leadership and performance insights with you so you can be the architect of your own extraordinary future!