Do you and your team always have your priorities fully under control and never externally controlled? Do you always achieve what you want? Then you don’t need to read on.
All others (approx. 99.9 percent of you) who are repeatedly absorbed by the urgent things before the important things and who spend too much time on reactive activities should definitely take a look at the following. It could change your life.
The brain is a fascinating organ. Simply put, you can program your subconscious mind with your consciousness through strong emotions and continuous repetition. This programming is important because the subconscious mind is responsible for over 99 percent of our daily decisions. This mechanism causes you to do increasingly more of what you have done in the past, and this realization is crucial for your success.
Here’s an example: if you are used to spending most of your time as a leader solving urgent problems and extinguishing allegorical fires, then you will get...
“You know, our people are not born salespeople,” said a CEO in a conversation about increasing sales.
You’ve probably heard such carelessly dropped sentences in your own environment—or even said them yourself: “I’m not like that!” or “We’ve never been good at that.”
The problem is that you are not defining the situation but rather your expectations for the future. If you believe that your team cannot sell, then that will be the case regardless of the people’s actual abilities.
Here’s the big thing: your identity, your team’s identity, and your entire company’s identity have been created over time, and what’s been created can be recreated and changed. But you have to work on it consistently.
"Actually, you should fly in with the helicopter", one of my customers once said, alluding to the fact that I have to lead an extraordinary life if I heed all my own wisdom.
Some of my readers and customers get the impression I have everything under control and always know the best answers. After all, I'm always writing about how to be much more successful with teams and companies.
Today I'll tell you a secret: I fight every day just like everyone else to become better and lead a more fulfilling life. And that's certainly not always easy. My mindset acquired as a child is not always helpful.
Perhaps this insight will help you if you sometimes ask yourself why it is so difficult to take even small steps forward at times, while at other times big leaps can be made quite quickly.
A few weeks ago, I went hiking again on the Grand Saint Bernard; one of the most beautiful alpine passes in Switzerland.
This time I changed an important parameter: I took the train and the bus instead of the car. Although I've been there several times by car, this time the experience was different. For instance, we drove through a pretty village that you usually miss. I also finished the hike at a different place than at the beginning. And so on.
In many companies, I see too many routines far too fixed. The same results are produced over and over again. Just average. Outstanding things rarely happen when everything happens the same way each time.
There is a rather uncomfortable truth that is hard for many to digest: You have the exact life that you want and the exact level of success and failure that you want.
Your subconscious mind will constantly make decisions for you that will bring you closer to your goals. Also, several studies show that we make about 95% of our decisions unconsciously. So we don't even notice when we make them.
Don't worry: you're not alone. The connection between subconscious goals and level of success is true for every person, every team and even entire companies.
The consequence: to be more successful and achieve different things than before, you will have to intervene in this subconscious control process. Usually, this requires intensive work, preferably with an external expert (coach, sparring partner). ...
When I talk to CEOs and other leaders about how they can achieve more with their team, the conversation most often turns to the same topic: mindset.
"The mindset of our people is not geared towards winning." Or:
"The employees are too satisfied with the status quo. There is no pressure." And:
"How can I change the mindset of my people?"
Those are just a few of the typical statements I hear too often.
After studying dozens of companies and conducting countless research on the subject, I can tell you three certain facts, which are crucial if you want to change the mindset of your people toward a winning team culture:
Most great ideas are confronted with enormous resistance - most of which is well-founded. How do the most successful nevertheless win time and again and implement their ideas? In the video I give some ideas by means of a prominent example.
Sometimes, I honestly get the feeling from some of the companies that I have visited have been imposed with a "laughter ban". Not only that: somehow everything in the work environment, including the tasks look tedious and almost painful.
I hear conversations like this:
The next project? "We'll never make it!"
The sales targets? "The markets won't allow that! And the customers are all restraining themselves anyway!”
To strategically advance the company? "I'd love to, but because of all the problems I don't have the time!”
Do these examples sound familiar to you?
"Energy flows where focus goes" is coaching master Tony Robbins’s old saying. In other words, he means: If you only ever discuss the problems, as negatively as possible (and in some companies, it almost seems to be a competition), you will get more and more of them.
I have often written about the importance of language for your success: The words and expressions you use repeatedly influence not only your own success but also your environment.
An example: If you constantly react with "yes but" to suggestions, you send your own brain in search of reasons not to look at the suggestion in the first place. And sure enough, you will find these reasons!
Besides these language patterns, there are also very simple words and incredibly widespread phrases and send a message that can hamper success:
Small steps over time can produce huge results. I have already written elsewhere about the compounding effect.
This applies not only to our own actions but also to upheavals in the market. Only relatively few enormous changes come overnight. Often it takes years, sometimes decades (or even over 100 years, like an electric car).
We see this wonderfully in European politics right now: the "big people's parties" have not seen (or want to see) the change taking place in society for decades: Away from lifelong employment in the same company towards "patchwork careers". Away from lifelong loyalty, towards day-to-day decisions. And so on.
We can like it or not: it remains a reality.
How can we deal with this creeping change? What should we as a company do to escape the fate of those who have not seen it coming?
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