These blog posts explore various principles of positive psychology—and how we can use them to get organizations ready for anything.
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As a former Fortune 50 Executive and successful leadership consultant—as well as an endurance athlete and multiple-Ironman finisher—I’ve developed an approach to business and leadership that is rooted in the lessons I’ve learned over many years of training and competing.
Even if you never plan to run a marathon yourself, you can still benefit from these “Top 10” ways of taking an athlete’s approach to business:
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“I have a new boss—again.” This has become a common (but still unsettling) refrain for many of my clients.
With the pace of change in our workplace, organizations are often reacting to market forces and optimizing their workforce to remain competitive through what seems like constant re-orgs and leadership shuffles.
Reporting to a new boss can be very disruptive in a world that is already filled with change and uncertainty. When we recently surveyed our client base and asked, “What is the one thing that threatens your confidence in your ability to do your job?”, a whopping 37% of the respondents answered “Having a new boss.” (If you haven’t done so already, please Take Survey Now.)
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Is it possible to play to win when it feels like you have both hands tied behind your back? The answer is yes—but only if you are willing to give up a common habit that simply will not work in uncertain environments.
When in the line of fire, we all have a natural tendency to focus on the constraints and limitations of a situation rather than the possibilities that exist. It takes focus, discipline and strategic awareness to ignore the white noise of doubt and envision what is possible.
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When you are struggling to just get through each day without giving in to some crisis or major flare-up, you probably find yourself operating on autopilot: giving into the unconscious, habitual responses that you use to guide the hundreds of decisions and choices you make each day.
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Completing six Ironman Triathlons certainly taught me physical and mental endurance. But it wasn’t until I applied those skills to my career in business that I saw the real payoff, particularly in the increasingly dynamic and uncertain world that we all operate in today. Being a competitive athlete taught me how to view my work through a long-term lens. I learned to appreciate small daily victories while realizing that steady progress and focus are key. I know now that that the winner is not always the person who goes the fastest—it’s the one who slows down the least.
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As I have been watching the NBA playoffs the last few weeks, I’ve been reminded of the importance of all the players on all the teams. Every one of them—at some point—is called upon to make a contribution. It’s a long season, and every team needs depth. It’s not enough to just have super-star players whose names we all know and who command all the attention.
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