Individuals and organizations often settle for a more preferable version of the truth that is tempered or tailored by the use of alternative reference points. They don't even know they’re doing it, but as a result, the real reality, gets misunderstood or missed altogether to the detriment of their success. Leaders are wise to be wary of the ways we seek to reshape reality with preferable reference points like these…
It’s easy to say too much, press too hard, or hold on too long when you care deeply about anything or anyone, and it’s hard to know when to stop. If you don’t know when to quit, you can end up frustrating or hurting the very people, projects, and principles you’re trying to champion. Here are some contexts where it’s important to know when to stop.
If you’re a “leader” now, I’ll bet you were a great “doer” in the past. Your inclination to take charge and get busy distinguished you from the other doers and won you the opportunity to lead. Unfortunately, the same do-it-yourself attitude that made you a great doer can make you a lousy leader because leaders and doers handle power in different ways.
This is an abiding riddle of leadership: some things stick like glue with no effort, almost accidentally, while others defy even your best efforts to keep them alive and in front of your people. I confess, I haven’t figured it all out yet, but here are four Secrets to Stickiness that will help you boost the staying power of your words and ideas.