Organizations that choose to build their success on the sound principles of economics and the practices of decency can lead the way to return our society to a more collaborative and harmonious character.   

It’s hard to catch your own errors. This can be something as trivial as transposing the letters in “the” to “hte,” or something as significant as omitting the core explanation of your article.

Our brain generalizes words & letters as we re-read our work in favor of creating sentences and meaning, and this is where a partner is crucial to double check your work

We all have opinions, desires, and ideas. We will unconsciously look for similar beliefs and common preferences in every conversation and interaction we have with others. If we don’t have that alignment, it’s automatic to form some judgment about what the person is saying.

When we know we have a good clean-up tool at our fingertips we are free to communicate openly. Walking on eggshells in any relationship can restrict creativity, productivity, vitality, love and a host of other things we hold dear. 

When you commit to doing something or being somewhere, you hold yourself accountable for doing it accurately and in the time promised. 

Ask yourself, “Where am I playing small?  Where am I not letting my own light shine?” Take a look at your own judgments and limitations that get in the way of generously listening to the people you interact with the most every day. Become aware of your impact. Take accountability for how you perceive. Be the example of what you want to see.

Hidden within our blind spots are our “limiting factors.” What you see in the mirror is created by your beliefs, some are self-defeating, limiting. Finding them takes dedicated work, the rewards are exponential to the work.One final lesson from the Gospels of Thomas said, “never desist, find the light.”

Acknowledgment and appreciation are free and effective. Let people know they are on track consistently and you will find an increase in productivity and response. Acknowledge them for the job you hired them to do and let them know what you appreciate about the value and qualities they possess.

At times, fixing problems at the source may sound like a clear and easy set of steps to follow, but it may require more self-awareness and responsibility than complex thinking.

A basic tenet of our coaching practice at Momentum Consulting is accountability, an essential component of executive leadership training, both with individuals and teams. Those of you familiar with us have surely heard one of us say “…there’s no blame in accountability, and no accountability in blame”.

There are growing movements seen in tech, with designers, and leadership that are making consciousness a welcome “buzzword”. We are in an upswing where people are mindfully using technology, mindfulness practices, meditation, and experiences to not only expand their mind and well-being, but to also nurture their business.

We tend to measure a person’s character through their integrity and intention. We can measure a person’s competence through their capabilities and results produced. This gives us a formula for how we look for trust in others.It includes both subjective and objective considerations. If we identify that one or more of these Cores of Credibility are missing, we have specific information that helps us know where to start restoring trust with that person.

Our general success at running our lives on autopilot gives us the false impression that we are present and operating successfully. Truly sustaining high performance takes recognizing that the conversation steadily running through your mind, aka the “Narrator”, is not a kind of thinking.

Can you think of a time when you’ve tolerated unclear expectations? And did that muddy the process of producing results?

it is the responsibility of leaders to choose goals that matter. Only then does the necessary system of waterfalling those goals through the organization with key OKRs (objectives and key results) work effectively.

Find a way to take personal responsibility, to be innovative, assertive, and take initiative in creating the culture that you actually want

I often tell prospective clients that one of my roles as an executive coach is to be an accountability partner. I have firsthand experience in knowing how important that partnership can be as I look for it personally and professionally myself. It’s much more fun to include others in our goals, successes, and even the failures.

That word, “commitment” rang loudly and sounded a bit like my new nemesis, but ultimately it was not. As noisily as it rang the unwelcome bell of, “It’s time to grow up and be accountable for your own life”, I understood the honor he was placing on his word.

What distinguished the fun work from the not-so-much?

1. I worked for and with people who were engaged; they cared about the company and understood how they could contribute to its success.

2. People cared about each other; it’s unrealistic to expect that everyone in a company will be friends, but demonstrated compassion makes an enormous difference.

3. Fun work environments were safe work environments; people felt safe to speak up and to both voice and try new ideas.

4. We felt heard. Our opinions were solicited and acknowledged.

5. We were proud of our success and our ability to function as a high-performing team.

6. Laughter; while serious about our work, people felt comfortable cracking jokes and having fun together.

A conversation for action is what is required in order to execute on the strategy. It is the simplest, and yet, often the most difficult for teams to stay on point to address WHO, WHAT, BY-WHEN. It involves two things:

Requests and Promises