Leading in the V.U.C.A. Environment: What’s Changed?

How many times have you heard people say, “Our environment has changed—it’s now more volatile, uncertain, complex, and ambiguous (VUCA) today than ever before”?

I hear this a lot in my work, but I’m not 100 percent convinced this is true. Go back just in American history. Did George Washington live in uncertain times? Did Abraham Lincoln, Theodore Roosevelt, Dwight Eisenhower, or LBJ live in uncertain, complex, volatile, and unpredictable times?

How are we defining what we mean by more, though? I’m not sure it’s more volatile, uncertain, complex, and ambiguous. Instead, I believe it’s the impact of an ever-quickening pace and access to data that is changing the leadership environment: In this age, our world moves much faster and we have significant access to much more data.

With this increase in speed and data, have the leadership skills required to navigate a forward path changed? Some say we must be more agile, anticipatory, and adaptive in our thinking, but is that really different for leaders? The way I see it, that’s always been our call.

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Technology and Leadership

My lifelong friend, Joe, owned a Commodore 64 and was a true early adopter of the personal computer. Ponder 1982 (if you can). Though I was not sure this new technology was more than a passing fad then, he was convinced — and correct — that computers would transform the way we lived.

A decade later, cellular phones appeared on the scene, giving us mobility while the internet opened a new world of connectivity and data to all on PCs. Fast forward another decade and digital formatting changed the way we listened to music, watched videos, and took pictures, and in 2004 Facebook mainstreamed social media as the world began to connect as never before and at an even faster pace. In 2007, the iPhone hit the market and smart phones put the world in our hands, and today these tiny computers go everywhere we go.

Think about it. In a short 100 years, technology has changed exponentially, allowing us to be connected to massive amounts of information and data and to each other, everywhere, all the time.

If leadership is about influence, we need to consider the opportunities and challenges of the hyperconnected world we now live in. It’s a complex weave of people, machines, and technology with remarkable reach and magnitude—that’s the change in the leadership environment, and there’s real impact to consider.

FaceTime Versus Face Time

The culture in which we lead has morphed, and with this greater access comes a new set of rules of engagement for leaders who want to have lasting impact.

The need and desire for people to connect has not changed, but we are able, now, to connect to more people faster. And greater reach is good. On the other hand, social media, email, and communication technology have raised person-to-person connections to a previously unimagined high, but there are pitfalls. For example, when leaders opt to let digital communication stand in place of being intentionally physically present with their teams to offer feedback (positive as well as constructive). FaceTime is not a replacement for face time — not over the long haul if we want our teams to reach their potential.

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The basic premises of leadership remain intact, regardless of technology. And the best leaders know that support and challenge are critical for growth of those we lead and influence, and they know this is always most effective in person.

Only in person are we able to fully relay what we intend to communicate. The increased speed, connectivity, and data are simply opportunities to enhance our support and challenge, not a substitute for time spent shoulder to shoulder or eye to eye.

The Speed of Leadership Development

The majority of leaders are developed from on-the-job experiences, training, coaching, and mentoring. This takes time. We can, however, leverage the technology and data to enhance, even accelerate leader development. We have always needed agile, anticipatory, and adaptive leaders, so let’s use the speed and strength of this era to accelerate the development of these traits. People are absorbing information at a greater velocity, but our understanding of what it means to be a leader in this new, networked society has not kept pace.

This hyperconnected world brings us three powerful opportunities to enhance leadership development—the nexus leadership and technology offers:

Flexibility of where and how we meet people–or the ability to build relationship and influence without restriction across physical and even temporal space reaching more people more quickly.

Speed in both the physical and cognitive arenas. Physical speed is enhanced by technology along with the cognitive ability to process, absorb information, and develop decisions.

Collaboration while helping a network of leaders solve problems, mentor, and develop with the best and most current thinking available. Collaboration is the new competition, and the more valuable our contributions are, the greater our influence will be.

I think instead of viewing our work world in the negative sense of the VUCA axiom, we need to see the advantages and opportunities — new flexibility, speed and collaboration — that come with greater speed and access to data and connectivity. As leaders, let’s use this era—this revolution to accelerate support and challenge, and influence those we lead while developing agile, anticipatory, and adaptive leaders to meet the challenges of tomorrow.

 

The Truth About Your Preferred Future

What comes first, success or happiness? This is the classic chicken-and-egg conundrum, right?

Our cultural read on success would point to wealth, fame, and security as the gateway to happiness. In reality and from my experience, I would argue to the contrary: You find success by being happy, and you find happiness by investing your life in the undertakings you love. It does not matter if you are Walt Disney, Ben and Jerry, or Steve Jobs; you can’t wait for success to find meaning in life. Exactly what you want from life isn’t as important as having a goal and working hard to achieve it. Happiness is cultivated by the day for those who follow their aspirations of success.

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Lead on Purpose

How many leaders within your circles are resentful due to dreams deferred or discarded altogether? Why don’t more people pursue their ambitions? A refrain heard from leaders all too often is that they really don’t know what they want for themselves, for their families, their teams, or organizations beyond the societal reach defaulting to financial security, social acceptance, and status.

Unfortunately these attributes are kindling fuel for happiness. Ephemeral, and momentarily satisfying. At death, according to nurse Bonnie Ware, author of the“Top Five Regrets of the Dying, most people bemoan having worked too hard or having lost contact with those they care about most. The most frequent regret is, “I wish I’d had the courage to live a life true to myself, not the life others expected of me.”

We must find desire and not simply get stuck doing what we think we are supposed to do.

On the better side, people who live meaningful lives have a security forged by courage. They pursue what they want even if it may not yet exist. And, they persist in the face of rejection, self-doubt and financial struggle. Hardly anyone captures the trophy without overcoming significant obstacles. For example:

  • As a child, Albert Einstein had difficulty communicating and learning in a traditional manner.
  • In one of Fred Astaire’s first screen tests, an executive wrote: “Can’t sing. Can’t act. Slightly balding. Can dance a little.”
  • J.K. Rowling was a single mom living off welfare when she began writing her first Harry Potter novel.
  • While developing his vacuum, Sir James Dyson went through 5,126 failed prototypes and his life savings over 15 years.

It’s Not The Plan That Makes a Difference

The difference between a plan and a celebrated accomplishment is execution. Breaking out of your comfort zone and leaping into the unknown is not an easy task. The key is to prepare a road map by creating a list of preferred future goals. Writing these goals down is essential. Studies show that you are 10 times more likely to remember information you write down that information you don’t. The physical and mental act of putting your goals on paper harnesses the power of your subconscious mind. In a way, this scripting of goals “programs” your subconscious to activate preferred aspirations into reality.

Be tenacious. Focus on the big picture. Execute!

  • Call It: Most people don’t know what they want. What is your preferred future?
  • Own It: Regardless of other people’s actions, you are responsible for your own life. You never know how much time you have left, so live the life you want. Now.
  • Respond: Program your mind for success. Write down your goals and surround yourself with positive messages and those who will both support and challenge your success journey.
  • Execute: Be Intentional and consider a GiANT Leader Intensive. The Leader Intensive is a “deep dive” one-to-one with a GiANT facilitator to awaken opportunity to assess current reality, understand your core motivations and drivers, and develop a clear leadership path of preferred future moving forward.

Want to learn more? Let’s talk. Email me at joseph.hill@giantworldwide.com.

3 Words to Transform How You Communicate with Your Team

I’ve worked with a number of future/vision-oriented leaders over the years. As a like-minded leader, the thrill of thinking about the future and dreaming about where we are going and how we’ll get there can be exhilarating at times! I also know, however, that most people are not like me. The thrill of the “new” for them can oftentimes feel more like dread.

I remember an example of this from my time serving as Chief of Staff at GiANT Impact, where I worked alongside Jeremie Kubicek when he was serving as President and CEO. It was my job to take the dreams and ideas of the future and help connect the dots of how we were going to get there –- and, most importantly, to insure that we all got there together.

Many times Jeremie would have a lunch with someone where they talked about some exciting future-oriented idea. When he returned to the office, in his excitement, he would look for someone to share the idea with. Invariably, this would be the first person who happened to be sitting in their office. He’d pop in, ask them how they were doing, and then quickly skip to the exciting insight or idea.

Now, the problem wasn’t the idea itself. Rather, it was the perception/reception of that idea as something that needed to be acted upon immediately that many times caused ripple effects in the organization.

What Jeremie was simply sharing as an exciting future idea was perceived as a directive from the CEO. The individual on the other end of that conversation would make their way down the hall to my office stressed with what they saw as a “stop what you’re doing and focus on this” request. I would assure them that Jeremie was just excited, and, while we may very well move in that direction at some point, he wasn’t asking anything of the team member (apart from being a listening ear).

This scenario may sound familiar if you’ve ever worked for a similar leader (or stared at one in the mirror). It’s a very good thing to have a visionary leader, as long as that vision is received well by the team it is being cast toward. Undisciplined communication and excitement can come across heavy handed on one end if it feels like an insensitive directive, or flaky on the other, when the ideas don’t always come to fruition.

We teach a leadership tool that helps address and improve this very thing. It’s called Provisional, Plan, Promise. (Notably, this tool evolved from situations like the one I just described. Jeremie and Steve Cockram, GWW cofounders, have intentionally taken their own leadership learning opportunities and turned them into tools like this one to empower the clients we serve.)

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This tool teaches leaders to preface their conversations with the appropriate “P”…

Provisional means that you’re just thinking out loud. The ideas shared may or may not happen and there is nothing being asked of the recipient.

Plan means that the stated ideas/goals are the direction that the team/individual should be moving forward toward, but that specifics may change along the way.

Promise means that the idea is where everyone needs to focus their attention (and may require dropping things in order to focus on what is being shared).

Those three simple words — Provisional/Plan/Promise — are powerful and can help your team know how to receive what you are sharing with them, while still giving you liberty to be thinking (and sharing) about the future. The next time you need to cast vision, simply starting with the correct “P” can set you on the right path and help your team get excited with you!

 

Dominator or Liberator: What Kind of Leader Are You?

If you share the room with a dominator, you know it. How, you may ask? When this person takes the head of the table they take all the energy, while others around them grow dim. This style of leadership is trending quite alive within the corporate habitat today and isn’t just bad for those at the table, it’s bad for the entire organization.

Contrastingly, leaders who are liberators rapidly advance the capacity of their followers, increasing the competence of individuals while accelerating capacity for organizational productivity and innovation.

Research shows that Liberators draw more effort, energy and achievement from their teams than those who clench and dominate. They don’t just access the best people have to offer; they “stretch” the best people have to offer.

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Answer these questions:

  • Do you view competence and credibility as something just a few people possess?
  • When you engage others, do you tend to find only those who are proven, that you might gain an edge from?

If you answered “no” to the above, congrats! You have most likely pushed beyond insecurity and are aptly followed as one “for others” and one others want to follow.

An answer of “yes” in my book is not to be scorned, rather celebrated as a test of honest character, while also pointing to some securing to be done to course correct a “for me” culture where others have to follow.

This distinction matters. Liberators and Dominator types may equally treat customers with the same level of care; they both might even understand organizational planning at high levels. However, each have traits differing fundamentally in the ways they approach thinking, talent, challenges, decisions, and ownership within their influence.

It isn’t about your team’s competence, it is how much of that competence the leader can draw out and maximize for the good of the organization.

Dominion Builders

Because “Dominion Builders” tend to fall within the Dominator band of behaviors, they have a different relationship to talent. These leaders can attract it, but they do little to improve talent once it reports for work. Instead, they build up a workforce to bolster their own agendas and images. Talent under this leader’s influence goes unnoticed and is rarely nurtured or promoted. People who work for Dominion Builders lose their edge and have a difficult time finding empowerment or their next opportunities.

To avoid the pull of Dominating Behaviors and Dominion Building tendencies, follow the Liberator approach to strengthening your bench:

  1. Stay on Watch– Liberators know competence comes in many flavors and types. Sample them all to deal most productively with the range of problems that challenge your organization.
  2. Find the Natural Genius in Your Team – Learn your team’s natural wiring and what skills come easily to them so you can identify contributions they can make without exhausting their time, energy, and passions.
  3. Build Team Capacity– Once you know the areas in which your people excel, give them responsibilities that tap into it. Set them free to do their best work.
  4. Avoid Trip Wires– Health Warning: When you are intentional to build relational apprenticeship to personally coach and invest in a teammate, know that the “herd of insecurity” may see this as a threat. Stay aware of the resisters who may stand in your way or those passively hiding behind self-protecting walls of preservation.

Liberators Fight For the Highest Good In Those They Serve!

 

Interested in learning more about transforming your leadership team culture? Contact us hello@giantworldwide.com.

How to Know if You Did A Good Job

Do you know someone who always thinks things in their area are going really well, even when they’re not? They self-report that everything is great, and you don’t hear them describe struggling with any significant challenges, yet you and others know that’s not quite accurate. How can you serve them and help them realize they are actually not doing a good job without being a jerk? You don’t have the capacity for a complete work study in their area, and yet you care too much to keep letting things go on the way they have been. How can you help them see what it’s like to be on the other side of them? They need a doable plan that will force intentional, critical evaluation.

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One of the skills I’ve been wanting to grow in recently is the capacity to evaluate effectiveness with greater accuracy and specificity. I’ve come across the US Army’s After Action Review (AAR) process and have found it really helpful. Very simply, it’s a tool to review what did and didn’t happen during a mission or an event, and is intended to help those involved make performance improvements. This certainly does not cover every aspect of an evaluation, but if you begin asking those you are leading to utilize a process like this, it will help key management components surface in a variety of areas, such as leadership, organization, time management, lack of clarity and redundancy.

The AAR is a way to evaluate effectiveness. During the AAR, you ask questions like: What was good? What wasn’t quite so good? What are we going to do about it? The technical components of an AAR include the following:

Initial object. What were our intended results? What was planned?

Reality. What were our actual results? What really happened? What we learned. What caused our results? What is the take away?

Goals. What will we sustain or improve?

Experiments. What are some upcoming opportunities in which to test our hypotheses?

3 tips for doing an AAR with your team:

1-Do this formally and informally: AAR’s could be formal, and scheduled on the back end of an initiative or project deadline. They can also take place informally, through casual conversations around your office. Both are vital, but to get the ball rolling you’re going to need to request a formal AAR on the back end of a particular project or task.

2-Take off your Hat: For others to fully engage in this process, and for it to be effective, you’re going to need to flatten things, where hierarchy and organizational structure are concerned. You want honest feedback for all those participating, so everyone involved needs to take off their hat for the conversation, meaning setting aside their title or role and inviting honest feedback and engagement. Remember that leaders go first, so model what this looks like for your team and show them how and what to do by giving feedback first, without your hat.

3-Be Specific: Keep things as specific as possible during AARs. The more specificity, the more clarity, and the more concrete suggestions you can offer, the wider the door opens for the possibility of improvement. Those you lead can’t do a better job without actually knowing, first, if they are or aren’t.

Give this idea a go and let it open new insights and thoughts about how to help people reach their potential.

The Troubling Myth of Work/Life Balance

Karen is the CEO of a mid-sized company. On a recent business trip she worked a 14-hour day with activities including navigating through downtown traffic in the morning, a conference call while on commute, attending a full-day meeting, dropping off an associate at the airport, participating in an evening video conference with a potential vendor, eating dinner while preparing for the next day and checking emails before finally going to bed with a morning alarm set for a routine expected to be much the same the following day.

Do you know this person?

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Increasingly, leaders like Karen report their lives seem out of control due to economic pressures and in response to ever-increasing need to be informed. As organizations flatten and are pressured to do more with less, their surviving employees face this blessing and the curse of “the rise of the smartphone.” In fact, a recent survey of executives, managers and professional found that a typical smartphone-wielding executive interacts with work 72 hours of each 168-hour week, or about 43% of the time. Factor in sleeping, eating and grooming, and your typical leader has roughly 40 hours a week – about 24% of their time for all other activities for self, family, and community.

Knowing this, here’s a questions for you to consider: How mindful are you of your time in managing life and leadership?

Mindfulness = Awareness + Intention.

Mindfulness combines being aware and focusing your intent. The formula is pretty straight forward: Mindfulness = Awareness + Intention. Awareness includes being conscious of the internal and external stimuli that interfere with your thinking. “Mental chatter” is a fact of the human condition that can create distortion limiting your ability to focus on staying connected and aware.

The remedy for Karen’s situation and yours is often offered as improved work/life balance. While balance may be the hope, I don’t think the word accurately expresses what can actually be attained. Balance is a condition in which different elements are equal. Let’s go back for a minute and consider your past work week. Is your time in work and non-work equal?

It’s Not About Balance. It’s about finding a new rhythm.

Instead of seeking balance, I would offer that the aim of secure leadership is more pointed at work/life effectiveness. This is an expression I believe most strikes at what it is we are after. Effectiveness is the degree to which something is successful in producing a desired result. Success is found in finding rhythm instead of equilibrium. By focusing on rhythm, you acknowledge there are times when your pace is going to be much more oriented to work, home, self, or community.

Do you find yourself in a perpetual fight-or-flight stressful state? Leaders around the world struggle in the healthy calibration of work and life. It is difficult to be productive and manage the relational dynamics of staying connected with others, while consistently recharging personally. The 5 Gears book project came to light as Jeremie Kubicek and Steve Cockram applied what they learned through their own experiences and their work with leaders around the globe. It is a powerful concept that has the ability to radically change the way you live and lead.

Click Here to Learn More »

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Call It Out

  1. What do you think it is like to be on the other side of you? Change begins with self-awareness and understanding our current reality.
  2. In what areas of life would you like to improve your connections, relationships, or productivity?
  3. What would “success” look like for you in terms of improving those connections, relationships, or productivity?

 

 

When There’s No Time to Think, Fly Up

“No time to choose when the truth must die. No time to lose or say goodbye. No time to prepare for the victim that’s there. No time to suffer or blink. And there’s no time to think.” –-Bob Dylan

Perhaps we should all have an ever so slight fear of getting bogged down in details. I can’t help but fall back on my flying experiences or the expression of being “too far down in the weeds. Most modern aircraft have a GPWS (ground proximity warning system/pronounced “gyp-wiz”) to inform pilots when we are too low to the ground or too low and/or not in a proper configuration. In these situations, usually a loud voice will announce, “TOO LOW GEAR, TOO LOW FLAPS” or “TERRAIN, TERRAIN, TERRAIN!”  

So where is my personal GPWS? As we go through day-to-day life, how do we know when to “FLY UP” to get a good glimpse of the strategic picture? On a deeper level, do we even have the time?

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We live in a hyper-speed world and it is getting faster—when do we have time to think? How do we know when to think? So many times we find ourselves having to just handle whatever is on our schedule. Many days, we are living life on the tactical level and for some that is fine. For me, I desperately want to get to the operational or, more importantly, the strategic. When we live from the strategic perspective, life actually gets easier. The really tough part is finding the time to get there, reflect on it daily, and execute ideas from that perspective versus the tyranny of the inbox.

The accelerating pace of life is reducing the time for thoughtful reflection and, in particular, for strategic formulation and contemplative scholarship. This loss of time to think is occurring at the exact moment when leaders, scholars, educators and students have gained access to digital tools of great value. We have become a world of reactors, not thinkers, at a time when deep thinking is so desperately needed.

What most determines risk or opportunity is what a leader is thinking. It’s from that thinking that assumptions are formed, judgments and decisions are made, priorities are established, and courses are set.

With the military, business and political worlds getting more complex and difficult, coupled with the demands of people, cell phones, iPads, laptops, or just too much communication, having the quiet and time to sort through things and figure what to do is fast disappearing.

We face volatility and velocity–and most, including myself, have begun to respond to this by trying to move faster, reacting to every vibration of the iPhone. Schedules are filling up with more and more activity, all of it reactionary attempts to respond to the risks generated by all this volatility.

Trapped in a commercial aircraft is when I catch my breath long enough to remind myself that a leader who is constantly reacting is a leader who is no longer thinking, whose priorities are now ordered by random and wildly fluctuating externalities, and thus is a leader who is putting his flight/squadron/group/organization at risk. I’m amazed at leaders who operate at such a fast pace that they resemble rocks skipping over the tops of huge issues, never stopping sufficiently to understand, frame and act in a way that resembles insight, wisdom or good judgment. As they travel at warp speed toward a certain wreck, they do the only thing they now know how to do: they speed up even more.

I write this not as one who has mastered this idea of setting aside intentional time to think, but as one who recognizes I must get better. Here are a few strategies for you to consider:

  1. Begin by analyzing what is exactly happening to your time…FOCUS!
  2. Eliminate all things that I should not be doing. Thinking that we are indispensable is one root cause of this habit. Peter Drucker says–“What managers decide to stop doing is often more important than what they decide to do.”
  3. Create blocks of time in your schedule devoted to thinking.
  4. For the extended periods of time, get away from the office or base and get off the grid. Lose the connectivity for a few hours. (Ouch, that’s a tough one for me).
  5. Leave the urgencies and do-lists behind. Focus on the purpose, future, and health of your organization or unit and its people and the critical priorities that will move the organization forward.
  6. Use a practical system and a simple tool for accountability. I like the 5 Gears manual stick shift metaphor of shifting intentionally into 5th gear, where I can focus solely on what I really need to think about, as in tip number one above, or 1st gear, where I can disconnect and recharge my mind, as in number four above.

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No time to think… Really? Is this a matter of better time management? Not really. Time is not managed. We can only manage ourselves. If we understand that good thinking is absolutely necessary for personal and organizational well-being, then we need to zealously pursue it and guard it as a priority.

“Mercury rules you and destiny fools you like the plague, with a dangerous wink. And there’s no time to think.” — Bob Dylan

 

Editor’s note: For more on 5 Gears, visit 5gears.com/book.

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6 Ways to Be Present

*Note: the original post named “What Leadership Voice Do You Bring to the Table” will be released on a later date.

In the United States we are celebrating Labor Day weekend, usually by noon on Friday through Monday. It is really a celebration of a day off as many people will frequent lakes or second homes or go see movies or have bbq picnics and more. While everyone might celebrate it a bit differently, there is usually some gathering of friends or family with food and some college football involved as well.

Here are 6 ways to “be present” with your friends and family from Jeremie Kubicek.

Read them here: How to Be Present This Weekend »

Good Communicators Know When Writing is Wrong

Do you think you’re a good communicator? Do you ever consider the nature of your message relative to your medium of communication?

The graphic below represents the chance your message is being perceived they way you intend given the vehicle you choose to communicate.

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The amount of times I find myself moderating gross misinterpretation of written messages is becoming frustrating. Perhaps I should look at it differently. The amount of toxins that go into corporate culture through passive aggressive email or text rants is creating a great business opportunity for the leader development space I occupy.

The next time you are about to press send on a challenging message over text or email, please consider these three questions?

  • Am I being lazy?
  • Am I avoiding confrontation and preserving my own comfort zone?
  • Do I just not care about that person enough to have a conversation? (Please go deeper if you answer yes to this question.)

 

Consider the Power of the Medium every time you have a challenging word for those you lead. And remember, this isn’t just when you’re at work; it applies to your personal relationships, too.

 

Living ALL of Life

Once again Tom was late for his son’s game. It was becoming more than a habit, it was the way of life for the Spencers.

They were used to their dad always being in “4th Gear” work mode. They were used to the evil eyes as they tried to carry on a conversation in the back seat while their dad was on the phone with a work colleague after work hours.

Tom has no idea that his inability to shift from his addictive work is driving a big wedge between his kids and him.

Then there is Sarah. She is a sweet mom of three kids. The only problem is that Sarah is always talking about her kids and their needs. She has no idea that she is driving others away from her because she hasn’t learned how to shift into the right gear at the right time. She is so focused on her kids and their needs that she is showing that she is disinterested in everyone else.

That leaves you and me. What is our deal? Are we stuck in a gear and possibly not aware?

The 5 Gears

Life is meant to be full of all seasons and all gears. Here are the gears I’m referring to:

  • 1st Gear Recharge
  • 2nd Gear Connecting
  • 3rd Gear Being Social
  • 4th Gear Multi-tasking
  • 5th Gear Hyper Focus

We need them all!

In the 5 Gears book, there is a story of Heather who was so fixated on serving her team and fulfilling her duty that she got stuck in 4th and 5th gear to the demise of her husband and family relationships. She didn’t mean to, but she was not aware that her 4th and 5th gear work addiction was killing the relationships that she loved the most.

The Gears metaphor and book are simply intended to help each of us live all of life, not just one part.

Some of you are addicted to 4th and 5th gear. Others of you, 3rd Gear. I know a good number of you that are so fixated on personal recharge (1st Gear) that others are struggling to find time to connect with you.

From Manual to Automatic

Every automatic vehicle has gears that get shifted for us by the automation in the vehicle. Our cars know when they should shift. If only we knew — we would have less divorce, less drama and more depth in relationships.

If you want to become automatic in your influence and relationships, then it is vital to shift into the right gear at the right time — to live in all the gears. Really, that means that you need to be aware of what gear you should be in at any given time and adjust appropriately.

For the past few years I have been working hard to shift into the right gears and to be fully alive. I dare you to try. Learn the gears and use them well.

Next Step

Here is a video that you can use to help you think about a new way of living intentionally rather than accidentally.

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