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Day 25. The countdown begins as we’re winding our way down in this 30-Day Micro Leadership Course, but we’re going to finish strong with some pivotal lessons. 

The vertical pressures every leader must manage are “boots in the dirt” versus “eye in the sky.” Now we’re going to consider the horizontal pressures, “YOU” versus “a focus on others.”

Back on day 13, we talked about the power of the corner. Helping clients paint themselves into a corner where they’re able to face themselves in the mirror and stop making excuses is a major component of the value I provide. It’s work that’s entirely focused on them, which could sound selfish until you understand the context. Self-awareness and self-improvement are necessary if we’re going to increase our value to others. It’s not selfish because the work is about getting better, growing, and making ourselves better able to serve others. The ROI (return on investment) is higher than anything you can do – for yourself and anybody in your life. 

Imagine if we all were able to paint ourselves into that corner where we could at long last eliminate all the excuses in our lives. Where we could finally start doing the work of a hero, not a victim. Think of all the positive impacts we could have individually and collectively were to do that. Well, that’s the point of putting a focus on YOU.

Like the vertical pressures, these horizontal pressures swing back and forth as needed. At any given point you’ll be in one vertical spot and one horizontal spot. Circumstances will warrant which. Depending on your role and responsibilities you’ll likely be spending more time in some than others. For example, yesterday we talked about how the higher up you go in your leadership the more likely you’ll spend more time in the sky than in the dirt. It’s also likely that the higher you go – the more experienced you are – the more you’ll focus on others and less on yourself. Many excellent senior leaders find themselves with more long-term strategic thinking (eye in the sky) and thinking of how to best serve their employees (focus on others), but almost all admit they’re constantly and consistently trying to figure out how to improve themselves (YOU). There are no hard, fast rules. The key is knowing when to go where and knowing how long to stay there. 

These horizontal pressures are very different than the vertical ones because these two aren’t quite as distinctly different. Humility is key to it all. 

The most accomplished and effective leaders confess they’re always focused on these two horizontal pressures simultaneously. That’s very different than boots in the dirt and eye in the sky work. But it’s not only possible, but it’s also preferable. 

The ER physician invested money and years to learn the skills necessary to treat patients effectively. She didn’t just check the box on her learning and then stop. She’s constantly learning and improving, focusing on herself. But her focus is purpose-driven. She’s doing all this work for herself because it’s her choice – her life – but she’s also doing it because she wants to help others. 

The same is true for leadership.

Get focused on yourself so you can positively influence others and so you can do for others what they can’t do for themselves. 

Besides, how hypocritical is it for leaders to expect and urge others to grow and improve if they’re unwilling to do that themselves? Don’t be a hypocrite.

A focus on others. That’s where the rubber meets the road. 

Your impact on the group, team, or organization is your ability (your willingness) to serve others in ways few others (perhaps nobody) can. Willingness is such a strong part of leadership success because not everybody is willing to surrender to the high value they can supply to others. Most of us are intently focused on ourselves in selfish ways. 

These 2 pressure points must be simultaneously pursued at all times. Turns out the highest performing leaders operate in 3 of the 4 areas simultaneously at all times, and know when to enter that 4th area as needed – boots in the dirt. For good reason…

Influence on others and doing for others what they can’t do for themselves is the focal point of all the work. THAT’S why great leaders operate 100% of the time in 3 of the 4 areas and choose to selectively operate in the 4th only as needed. That’s where the highest service is rendered. 

By focusing on others, leadership knows not to rob people of opportunities to learn, grow, develop, improve and contribute. The details that are vital to any enterprise are mostly performed by the people who do those jobs daily. And mostly, they’re able to handle it well. On some occasions – like the vendor contract with costly cloud storage – the leader needs to dive down into the dirt to make sure the team has the most success. The leader isn’t doing this to embarrass or show up the team. No, she did it to protect the people and the organization. And in doing that, she taught a lesson nobody will ever forget. Everybody learned from it. And success was insured. She did for the department what they weren’t yet able to do for themselves. But that was then, this is now. NOW, they better understand to pay closer attention to the finer points of negotiation. 

Leaders (a’hem bosses) to stay in the details of everybody’s business are robbing people of opportunities to grow and accept responsibility for their own work. Thinking, “I can do this better than them,” isn’t the point. Can you grow them so they can outperform you? That’s one point. Can you help people grow individually and collectively so the entire group performs at levels never before achieved? That’s a point. Can you make a positive difference that otherwise might not be made if you weren’t involved? That’s the point. 

Do you make others betters because of the high value you bring to their lives? 

Great leaders do. 

Be well. Do good. Grow great!

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Day 24. There are four distinct pressures I always cover in my leadership coaching. These are in contrast to the trite subject of “balance.” Somebody may have figured out balance, that perfect mixture of business and personal. Work-life and personal life. It’s an impossible feat as far as I know. Instead, there are priorities…which are subject to change and shift situationally. 

Let’s start with the pressure points I hear most often. “He’s in the weeds,” says the boss. “I need him to be more strategic.” 

Translation: He’s in the details and I need him to not get bogged down in the details.

Or…

Translation: He’s doing the work still like he did before we promoted him to Director. We need him to better manage the work instead of spearheading all the work.

By strategic, most bosses mean “operate at a higher altitude where you can see the bigger picture.” Implied, if not directly stated, is the added desire for leaders or supervisors to be proactive and think ahead because every #1 (CEO, city manager or any other top-level leader who is in the top spot) is fearful about what might blindside the organization. Every wise leader is somewhat concerned about what they don’t know, or what they may not see coming. Hence, the admonition for everybody to be strategic with forward-thinking.

I use two metaphors for these two vertical pressures: boots on the ground versus eye in the sky.

Boots On The Ground

There are times when it’s vital for the leader to put on the boots and get them dirty because the devil truly is in the details. Consider an MIS (management information systems) department reviewing a pending vendor agreement, a 3-year contract that includes cloud storage. The CTO looks over the terms, diving more deeply into the weeds of the deal. She notices a pricing clause that includes the first year of free cloud storage. However, in years 2 and 3 the cost is approaching $300,000 annually. A seemingly minor detail that buries a cost of almost $600,000 over the term of the contract. The vendor representative never mentioned anything other than the first year’s “free” storage. She now begins to negotiate years 2 and 3 telling the vendor the deal hinges on those fees dropping significantly. 

Do you think the CEO wishes the CTO had not dropped into the weeds on that deal? Or do you suppose the CEO is pleased she got her boots on and jumped into the dirt to ferret out the pitfalls of what could have been a bad deal? Yes, this CEO was very happy his CTO decided to get her boots on when she could have refused claiming her job was be the eye in the sky. Problem…the eye in the sky wouldn’t have spotted the costly detail. 

The higher up the food chain you go in leadership or authority, the more time you must spend as “eye in the sky.” 

There’s a reason for this. As well as a practicality. The higher up you go the more direct reports you tend to have. Direct reports who can more easily be your boots on the ground, doing the work you once did, but now can’t because you’re busy working from a higher altitude. As you climb the ladder you have to figure out when and how long to stay at each vantage point. You can’t just stay in one or the other without regard to the other perspective. It’s a life of constantly moving down into the details, when necessary, then soaring back up to higher climbs so you can see the bigger picture. It’s knowing when to go to each place and how long to stay so you can be most helpful to your enterprise, team, or group. Don’t forget leadership is influence and doing for others what they can’t do for themselves. 

Eye In The Sky

This is the bigger picture, strategic viewpoint required to see the entire playing field. Being at this height enables you to see how things are working, or not working. Additionally, it helps you see what may be approaching – the ability to be transformational. That just means you’re able to see the greater or bigger vision. To future proof as best you can. To serve teammates in being able to see more clearly, too. 

Admittedly, there’s not a ton of hourly or daily work performed at this level. It’s more vision and clarity work. It’s seeing things in order to prevent your people from being blind-sided. Unless you’re the #1 it’s also about helping your boss avoid being blind-sided. But it’s not just about being preventative, which is plenty valuable enough. It’s also about having the ability to be proactive and act in advance, hopefully, faster than your competition. 

Jack Welch, while at the helm of General Electric, had a simple strategic plan. He’d ask his leadership, “What can our competition do in the next 18 months to nail us to the wall?” Then he’d ask, “What can we do in the next 18 months to nail them to the wall?”

That’s pretty simple, powerful yet straightforward strategic thinking. It demonstrates how important such thinking is to a global multi-billion dollar enterprise. But it’s also important to the small business owner or municipality. 

Successful leaders and managers aren’t only interested in protecting themselves, but they also want to go on the offensive to ensure their futures as much as possible. Growth and improvement are vital. Our survival depends on them. 

Tomorrow we’ll discuss some of the issues you’ll have to face as you navigate these two pressure points. 

Be well. Do good. Grow great!

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Day 23 of our 30-Day Micro Leadership Course. 

Difficult conversations. How do you handle these? How does your culture deal with them?

Hiding is pretty common. Maybe not physically, but sometimes it could be. Avoiding is hiding. Does that describe how you react to tough conversations? 

It’s a common way of handling things. Ignore it – at least head-on – and hope it improves or goes away. Maybe somebody else will say something. Maybe the situation will just get better on its own.

The opposite approach, which I admit I’ve seen only on extremely rare occasions, is what I call “the Kramer approach,” named after the Seinfeld character notorious for blurting out obvious observations that everybody else dare not speak of. Does that better describe how you or your culture handle difficult conversations? You just dive right in without any considerations other than to confront it. 

Very few people or organizations, in my experience, embrace the Kramer approach. Most procrastinate dreading the whole thing. 

Let’s define what we’re talking about. What is a difficult conversation? It’s simply a conversation you likely know needs to happen, but you dread it. 

Maybe it’s coaching an employee on personal hygiene (that example is used quite often whenever I talk with clients about difficult conversations). Maybe it’s correcting poor performance. It could be confronting bad behavior. It could be informing the boss of an error you uncovered. It could be reporting some unethical behavior you’ve witnessed. 

Difficult conversations aren’t easy to lump together because they can cover a broad array of topics, people, and situations. That’s why I’ve given them a simple definition as a conversation you know you should have, but you really don’t want to. 

I need to reiterate the need for psychological safety again. The safer the culture – the relationship – the easier it is to be candid, which includes being able to say what must be said in order to move forward. 

This isn’t about voicing complaints. It’s not tattle-telling. It’s not gamesmanship where we’re trying to look good by pointing out something bad about others. Those are just bad behaviors and no high-performance culture will foster those. This is about being able to muster up the courage to say what needs to be said, even though it’s hard. 

The degree of difficulty in having the conversation can be a good thing. Consider the alternative. Suppose you have an employee on your team who has habitual body odor. The fact that you dread having that conversation could mean you don’t want to hurt or embarrass the employee. That’s a good thing. The alternative – the Kramer approach – disregards the person. That’s not a good thing. 

Keep in mind how we’re defining leadership – influence and the ability to do for others what they’re not able to do for themselves. When we apply that to this situation we realize as much as we dread having the conversation it’s the best thing we can do for this employee. Delay doesn’t help, except for us to gather our thoughts, rehearse what we want to say, and to make sure we find an appropriate time with this employee to have the difficult conversation. 

It’s highly likely the dread and fear are worse than the reality. Through the years I’ve found that almost 100% true. In my head, things typically were much worse than they turned out to be. 

Consider the alternative. Consider your responsibility as a leader. 

Ignore the body odor problem (or whatever the issue may be). Hope somebody else handles it. That’s not leadership. That’s cowardice.

Hope the person just realizes the problem and fixes it themselves. That’s not leadership. So far they’ve not been able to do that or they’d have already done it. They need somebody to serve them. That’s leadership and courage. 

The moment is here. You pull them aside to have a private conversation where you gently, but clearly explain the problem and how you’re committed to help them. You handle it with compassion, but with a firmness to assure them you will do your part to help them remedy this problem. You deal with their embarrassment. You show them the path forward explaining to them this is how all growth and improvement work. You give it your best effort and it goes pretty well, even though it’s admittedly very awkward. You talk about specifics by asking questions like, “Do you have a washer and dryer at home?” Could be they don’t. Could be they don’t even know how to use a washer and dryer. Don’t laugh – I’ve had it happen. I’ve personally confronted this issue on more than one occasion, only to find out the person lacked the lifeskills I took for granted. Nobody had ever shown them these basic life skills, so I took it upon myself as a leader to do that for them. You may think leadership is some grand, big-scale initiative and it can be. But I can tell you when you walk into a laundromat with an employee, armed with a bunch of quarters, and you show them how to do a load of their own laundry…it’s life-changing. For both of you. That’s service. And they’ll never forget it.

That may or may not be your situation, but it does demonstrate a point – avoiding the difficult conversation helps NOBODY. Nobody gets served by hiding, ignoring or putting it off. 

Compassion and leadership share a common theme – a focus on others! Focus the attention on how you can best serve others. It can help you better navigate difficult conversations. 

Be well. Do good. Grow great!

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September 22, 2021. Day 22 of our 30-Day Micro Leadership Course.

Daily communication.

Yesterday we focused on the DNA kind of message – the communication that tells everybody why we’re here together, what we’re doing and how we’re doing it. In my experience, conciseness and candor pay. Bigtime.

Before we go further about any kind of communication it’s important to figure out how valuable candor is going to be in your group, team or organization. I’m happy to make an appeal for you to embrace candid conversations fully, but you have to decide for yourself. 

There is an environment among any group where everybody understands the unwritten rules of having candid conversations. I’ve coached clients who were in environments where being candid simply wasn’t done. Not out in the open at least. Secret private conversations might be, but leadership dare not engage in such behavior when they were formally together. It typically goes that way because the top-level leader – the #1 – doesn’t place a high value on candor. I respect every leader’s right to operate as they please. Even if I disagree with their philosophies or way of doing things. 

Such cultures though take a heavy toll on people. And they stymie innovation, growth, and high performance. It’s especially vexing when an organization performs at a high level in spite of their lack of candor. What could they do if they fully embraced honest, candid communication? That lost potential always haunts me. 

I encourage every leader and every emerging leader to understand the high value of candor – the quality of being open and honest in expression; frankness.

The enemy is usually just one thing, a lack of safety. The leader doesn’t feel safe. Others don’t feel safe. So people remain silent or they avoid being as honest as they need to be. It’s safer to avoid speaking up, speaking out, or being completely honest. 

We’ve all experienced those situations where we just stare down at our shoes, unwilling to speak up even though our minds are racing with things that need to be said. It’s especially frustrating when nobody says the very things that need to be said and we’re wishing we could. But we don’t. The fallout, the potential for negative consequences is just too great. It’s called being stuck. Not a place of growth or the highest performance!

So let’s figure out how we can build safety so we can then make candor part of the fabric of our organization. 

First, avoid a critical judgment environment. 

But how? For starters, listen – and listen so you can better understand. Go back and revisit those critical components – the ingredients – that make up the progression of leadership.

Without a commitment to these ingredients, there’ll never be enough safety to have candor. Critical judgment emanates from people who lack humility and curiosity. Show me an unsafe culture and I’ll show you a culture filled with arrogance and answers. That’s why people keep their mouths shut. There’s no need to share insights with somebody who already has their mind made up. 

The boss enters the room, asking people to weigh in on an issue, but first, he throws down this verbal gauntlet, “My mind is made up.” 

Nobody in their right mind dare speaks up after that unless it’s to echo agreement and consent with the boss. It’s the proverbial “yes men” syndrome that can overtake any culture led by a closed-minded person. 

Second, avoid playing the blame game. 

At the moment, finger-pointing isn’t profitable. Even if we’re managing a crisis, finding who is at fault isn’t profitable. But the critical thing is to refrain from the reason why we assign blame altogether – to feel better about ourselves. Perhaps to deflect any responsibility from ourselves. Lots of reasons why we behave so poorly. We have to resist being so selfish. 

Grace is unmerited favor yet we’re all prone to say that somebody doesn’t deserve forgiveness, or compassion, or consideration. But that’s precisely the point. To give such consideration to people no matter what – that’s the true mark of high-level leadership. 

You can fix any problem without fixating on who’s to blame. Remedy “the person responsible” in a way that won’t disrupt the group safety. Besides, consider the valuable (or invaluable) lesson learned if somebody did actually make an error. Think they’ll do it again? Not likely. We’ve all done some boneheaded things. Think about how it can negatively impact the individuals and the group for you to call out or barbeque a person – even if they are responsible. Now think about how the individual and group will respond when the problem is addressed and you’re not absorbed by convicting somebody (or a group of people) for having caused the problem. 

Third, be strategic and think long-term.

It makes all of this behavior easier because we see the value. When you’re playing a longer game it changes these perspectives from knee-jerk reactions in the moment to considerations about how this might impact us next week, next month, next year – and moving forward.

Last night I went to one of my grandson’s football games – 7th grade. They came into the game having lost both their games so far, but they had high hopes they might win this one. They got off to a good start, but pretty soon it was apparent that they lacked the speed and tackling ability to match their opponent. The longer the game went, the more success the opponent had. The more my grandson’s team failed. At some point, the coach of my kiddo’s team grew openly frustrated. He started yelling at the timekeeper. He was yelling at the officials. At some point he even spiked a football in his hands he was so outraged. His team’s performance declined as his demeanor declined. Negative influence at its worst. Influencing a group of 12-year-olds not to perform at their best, but maybe at their worst. 

The same things happen to us at work. We have moments or extended periods of time where we’re stuck thinking at the moment. It brings out our worst. We react and suddenly all safety is forfeited. Now people shut down. Grow increasingly less engaged. Shut their mouths. Keep their insights and ideas to themselves. And we all suffer because of it. 

Be well. Do good. Grow great!

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Ten more days until we’re done with this short 30-Day Micro Leadership Course. The course is micro, but not your leadership. 😉 

Let’s get busy concentrating on creating and sustaining a high-performance culture. I likely could have devoted every session of this course to one topic: communication. Communication is the easy scapegoat for all that ails us because from our heart emerge our words. Or lack of words. And our tone. Emotions. Feelings. Thoughts. Beliefs. 

“You’re just being emotional,” is a common retort from people who think they’re more logical and rational than you. They act as though emotions are a bad thing, something they would never surrender to…yet we all do. We feel what we feel. Sometimes there’s logical reasoning behind it. Sometimes not. 

We’ve talked a bit about “story” and how important it is for you – and everybody else in the enterprise. Remember we talked about how as leaders we must give people a great story – we must provide them with a narrative of where they fit and how they make a positive difference in the outcome. If we don’t, then they’re liable to create their own story and it usually won’t be very good. Maybe it won’t be due to evidence, but it’ll be due to the way they see themselves. And it’ll be peppered with whatever fears they’ve got. It’s what we all do, even if we fancy ourselves as completely rational and logical. 

It’s the power of self-communication. And the power of listening to the communication of others. 

Culture or environment is heavily influenced by all the communication. Formal, informal, direct, indirect, from the top, from the middle, from the bottom, spoken, written, implied – all of it matters!

Let’s start with your formalized statements or declarations. 

Teams, groups, and organizations have a reason for being. High-performing cultures step forward with bravery to state why they exist and why they do what they do the way they do it. 

Too many bosses lean on the Successories poster-type trite admonitions. Forget that. The first rule of communication is to be real. Honesty matters. Otherwise, the communication will never be trusted. 

Why are you all here? 

What’s the point of it all?

“We’re competent, capable, and confident.” I saw that one the other day and thought, “Surely they could come up with something better than that!” But it demonstrates how little some of us put into communicating the real distinction of who we are, what we do, and how we do it. 

Today, let’s focus on two objectives of this mission statement type communication. It must be something you truly mean and it must be something that will inspire everybody because they know you mean it. They know it’s true. 

A lifetime ago I had an enormous custom-made sign made of individual raised letters installed directly above a cash wrap – the counter customers would go to in order to complete a purchase. This cash wrap, located in the middle of the store, was the first thing your eyes were drawn to as you entered the store making this sign a major attraction. It was less of a motto and more of a mandate, one I fully meant. 

Extraordinary service. No excuses!

We meant it. It was short, honest, and powerful. To us and to every customer. 

Worthless if we weren’t going to live by it. Trite if we weren’t going to back it up. 

Our sole purpose was to serve customers and do it in remarkable fashion. Daily we talked about how to deliver remarkable experiences so our customers would consistently be dazzled. We didn’t just talk about it. We worked hard to achieve it. Much more fun than, “We’re as good as anybody else.”

My coaching practice is focused on one simple phrase, “helping you figure it out.” 

My story, which is entirely true, centers on helping people achieve what THEY want. That’s why years ago I started telling my story like this…

In a coaching world filled with experts and pundits who often offer empty, but good-sounding advice, I’m going against the tide of scalability because I meet prospects and clients where they are. From the moment I’m engaged as their coach I’m merely a guide or facilitator helping them get to where they most want to go. The direction of the conversations and work is entirely dictated by two things: where the client is right now and where they want to go. So my story is congruent with that uniqueness. And that truth. 

What is your truth? And how are you expressing it? 

Think about it. Then think about it some more. It needs to resonate with your team, group or enterprise. It needs to be something people don’t just remember…they live it. So they don’t have to remember it. It’s who they are. It’s what they do. It’s how they do it. 

Once you get this foundation built then you’re ready to incorporate it into every communication and commit yourself to daily congruency where everybody is able to connect the dots between what you say and what you do! That’s how you’ll build a safe environment that fosters growth, improvement, and high performance.

Be well. Do good. Grow great!

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Day 20. Monday, September 20, 2021.

Pride. And I’m not talking about the pride we take in doing great work. I’m talking about pride as in our ego. Our quest and desire to have power and authority. 

Every leadership failure you experience will occur or be worsened because of your pride. We can lose our humility in a moment. We can lose it for extended periods. Some never figure out humility’s value. 

Bosses are all prone to think we know best. After all, many times we’re privy to information and data that rank and file employees simply don’t have. And we’re in charge, bequeathed with authority. The temptation to be large and in charge is real, often fueled by our grandiose view of our smartness. Few of us would dare exclaim we’re the smartest person in the room, but in our head, we’re thinking it. 

Arrogance will cost you as a leader. It diminishes trust. It stifles open conversations and collaboration. Proud bosses mistakenly think they’re proving their brilliance and displaying how much smarter they are than everybody else. The reality is people realize their insights and observations don’t much matter. Psychological safety goes away, if it ever existed. And the collective intelligence goes down as people shy away from being as open and as honest as they’d like. 

Pride puts the focus on self, making ME the most important person in the world. 

Don’t fool yourself into thinking that will create anything positive in your culture. Feel good about yourself all your want. It won’t be enough to overcome the damage your arrogance will do to your leadership and your organization. 

Permit me to make a solid pitch for humility and for you to pay close attention to those times when pride might get in your way. 

ONE: Humility fosters curiosity. Pride eliminates curiosity. 

The deeper your humility, the deeper the potential for your curiosity. Rather than think you know the answer, you keep asking questions. The more you keep asking questions, the more you learn. The more you learn, the deeper the potential is for your understanding. That alone makes humility worth the price of admission. 

Proud and arrogant people lack curiosity because they already have the answers. And their answers never get questioned, which is another benefit of curiosity. It’s not always about asking questions for answers. It’s also about questioning answers to make sure they’re on point. 

TWO: Humility puts a high value on others. Pride puts value on self. 

By now I hope you’re fully persuaded that you must make people feel valued. Employees need to know they matter. And that their insights will be heard. Humility fosters that by reinforcing those things to be true. It’s not a façade. It’s real and the employees know it because humility is easily noticed. 

Bosses can appear to be the most important people on the planet. Pride. If the boss is the most important person, then where does that put the frontline worker who is 11 levels below the C-suite? Yep, you guessed it. They’re invisible. Totally unimportant to anything that goes on. 

A side consequence of pride is when the so-called leader is filled with it, then it promotes others to follow suit. You think you have no influence unless it’s positive? Wrong. Lots of people are a terrible influence on others. Proud and arrogant leaders show others that selfishness is acceptable behavior. So don’t be shocked if you see other people in your organization mirror your pride.

THREE: Humility is necessary for compassion. Heartless organizations have no life. 

I’ve already defined compassion as a focus on others so this is similar to point number two. But compassion is more than a high value on others. It’s understanding others and it has empathy as fuel. All of that goes away or is greatly reduced when pride rears its selfish head. 

Any team, group, or organization that is led by pride and arrogance is a heartless organization because compassion will be absent. Humanity doesn’t matter when pride rules the day. Sterile operations without hearts are increasingly finding it hard to get people and keep them. Humans connect with other humans, not with people who think they’re better. 

FOUR: Humility affords us opportunities for the greatest growth, improvement, and high performance.

Group power is well documented. No need to reiterate it here except to remind us that together we achieve much more. Even my 8-year-old grandson who plays baseball knows that. He learned it a few years ago. Everybody on the team has to be willing to do their best individually and collectively in order for the team to succeed. They work together to spark improvement in each other. And they have fun in the process. 

Consider the alternative. One player thinks they’re the center of the team. Suppose they truly are head and shoulders better than the other players. Suppose they pitch. No matter how great they are, they still can’t pitch, catch and play first base simultaneously. If the hitter knocks the ball to left field, they’re not going to be able to sprint from the mound to make the catch. They must rely on their teammates if they’re going to have any success as a pitcher. 

Your enterprise works the same way. Regardless of your gifts or talents, they’re not enough to go it alone. Humility affords you the best chance to be part of a winning team. 

The upside of humility is enormous. Just like the downside to arrogance and pride. Do the math. Then decide which route you’ll take because one path will be very lonely and filled with pitfalls. The other will be filled with others who want to go higher and further. And faster!

Be well. Do good. Go great!

P.S. You might find this short Inc. article by Jeff Haden interesting. I did. It’s entitled, Here’s How to Tell Within 5 Minutes If Someone Isn’t as Smart as They Think. Enjoy!