Leadership Is Not For Everyone

You are lost in the woods if you think you can have positive and productive and productive impact while ignoring the artistic side of your leadership.’

If you are going to lead, then perhaps learning to be authentic and accept responsibility is the most courageous place to start.’

You must listen to the stories people are telling about you and your culture, and then you must influence the stories.’

As a leader, you need to look reality in the face and accept it.’

Eliminating pretending as an organizational or personal strategy is a critical step to leading courageously.’

‘It’s time to come to terms with the fact that you simply can’t do it all.’

Driving your direct reports into action and encouraging involvement and initiative is critical to building high performance.’

Your presence as a leader relates to the heart and soul of who you are much more than it does to what you do.’

People are not afraid of taking action; they are afraid of what will happen if they take action.’

A courageous leader promotes personal responsibility in the organization.’

‘If you avoid responsibility, responsibility will eventually come back to get you.’

Source:

Mike Staver (2012). Leadership Isn’t for Cowards: How to Drive Performance by Challenging People and Confronting Problems

Immunity Is Not Permanent

Being smart, strong, successful, and resourceful is not enough. The immunity you think you have is not real, and the protections you think you have in place are not permanent.’

‘You don’t have a multi-disciplinary team paid to support you- you only have your own health.’

Be self-aware and pay attention to early signs of a decrease in your resilience.’

In resilience, unhelpful thoughts eat your best intentions for breakfast.’

One thing we have control over is our thoughts. We need to listen to our self-talk and watch for possible biases to make good decisions.’

When it comes to your resilience, tipping too far toward optimism can become a liability.’

Resources are limited, just like in business. Which means you have to make choices.’

Start with clarity on your values and the forces affecting your context.’

We don’t want an unrealistic plan you do not implement; we want a realistic plan you start today.’

‘You may tell yourself that you can’t possibly need help to design something that should be so obvious. The reality is that it’s not.’

Strategy is only as strong as its execution.’

Marie-Helene Pelletier (2024). The Resilience Plan: A Strategic Approach to Optimizing Your Work Performance and Mental Health