Sep 4, 2019
Is it clear to you and everyone else what you stand for?
Are your standards for success clear and recognized by all?
Do you, as the leader, clearly display your vision and criteria to such a stage that reading them is irrelevant?
Are you steady in good conditions and bad circumstances?
Are you a leader of the basics and professional material, or have you lost perception? When you encounter defeat, do you brave the future or sink into the past?
Here’s what abruptly occurs when you take control of your life and leadership:
It doesn’t matter what your prevailing conditions are. Winners act like winners before they begin winning.
Most people can’t manage defeat or victory. They’re on a behavioral roller-coaster depending solely on outside factors. When things aren’t going well, they’re bewildered or depressed.
When you choose leadership, you present a clear example of excellence. Your model of distinction becomes your point of reference, keeping you honest and constant in all conditions.
It guarantees you don’t have too many bad days consecutively. Or get thwarted by non-believers. Or get careless when victorious.
As a leader, what does accomplishment look like for you, behaviorally? What is your real mission? What do you need to do?
When you don’t show up as a leader, everything tumbles apart.
You are an illustration of what optimal execution looks like. You become the living and breathing example of distinction for others to follow. You display your mission and values in safety leadership.
Most people work from the outside in. They focus on the external circumstances, and thus, would take people out of the slums in hopes to change their lives for the better.
Most cultures focus on particular practices and practical applicability. However, according to widespread analysis, the most innovative companies are not guided by behaviors, but rather, by values and beliefs.
When you become a safety leader, you acknowledge the inter-connectedness of everyone you manage. Each and every person is an expansion of each other.
It’s all about the fundamentals. The better you get at the basics, the more assured you will be.
We all stumble sometimes. It will sometimes be hard to pick yourself back up from defeat. And in your deepest despair, you’ll face your future as the leader you are, rather than burying your head in the sand of the past.
“There are no bad teams, only bad leaders.”―Jocko Willink
What does the environment around you look like?
Is it obvious to you and everyone else what you stand for?
Is your benchmark for success clear and understood by all?
Do you, as the leader, clearly reflect your vision and standards to such a degree that reading them is unnecessary?
Are you consistent in good times and bad times?
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