Busy vs. Hurry: Why We Blur the Two Together
In today’s world, it’s easy to blur the lines between being busy and being hurried. Both can fill our schedules and exhaust us, but they’re not the same. Let’s break down the difference between busyness and hurry by looking at an example from the life of Jesus.
As we’ve discussed before, Jesus was a busy man. He was constantly surrounded by people, healing, teaching, and traveling. But in all His busyness, He never seemed anxious, irritable, envious, or distracted by lesser things. He lived with purpose, not with a sense of rush or panic. What sets His example apart from the way we often handle our busyness?
Busyness vs. Hurry: Understanding the Difference
Busyness is having a lot of things to do—meetings, tasks, or errands—but maintaining a sense of purpose and focus. You may have a full day, but you are in control of your time and emotions.
Hurry is when those tasks and meetings are stacked so tightly together that you’re sprinting from one to the next, feeling stressed, frustrated, and overwhelmed. It’s losing your peace because you have no margin. For example, being in a long grocery line might make you anxious and irritable because you don’t feel you have even thirty seconds to lose.
The key distinction lies in how we handle time. Busy people may have full schedules, but they make space for what truly matters. Hurried people, on the other hand, have no margin—every second is accounted for, and any delay feels catastrophic.

​How to Be Busy Without Being Hurried
To avoid the trap of hurry, we must get good at counting the cost of our time. When someone asks you for a favor or an extra task, consider these questions before saying "yes":
Am I the right person for this request? Just because someone asks you to do something doesn’t mean you are the best fit for it. Consider your strengths, availability, and energy level.
Is this the best use of my time? We all have a limited amount of time and energy in a day. Before taking on more, evaluate whether this task aligns with your priorities or if it will stretch you too thin.
Would I say yes 100% of the time for similar requests? If you find yourself saying "yes" to tasks out of obligation, consider if it’s something you’d choose to do under normal circumstances. If not, it might be better to decline or delegate.
The goal is to be intentional with your time and to maintain focus, like Jesus, on the things that matter most. By creating margin and learning to say "no" when necessary, you can remain busy but peaceful, without slipping into the hurried chaos that so often drains our energy and steals our joy.

Let’s embrace the balance—being productive without losing our sense of purpose.

Becoming a Creature of Discomfort: Unlocking Your Hidden Potential
We all crave comfort. Whether it's a cozy home, stable relationships, or a predictable routine, comfort gives us a sense of control and security. But what if comfort isn't the key to growth? What if it's in our moments of discomfort, struggle, and challenge that our true potential is revealed? The reality is, when we embrace discomfort, we unlock abilities, strengths, and perspectives we didn’t even know we had.
Why Discomfort is Necessary
Discomfort, though often avoided, is essential for growth. Like a muscle that gets stronger through resistance, our personal and professional growth happens when we stretch beyond what feels comfortable. The truth is, staying in your comfort zone stunts progress, limits creativity, and keeps you from realizing your full potential.
In discomfort, we’re forced to adapt. We face situations that push us beyond our limits, forcing us to become stronger, wiser, and more capable than we were before. It’s in these moments that we find our hidden potential.
Discomfort Unlocks New Strengths
When we think about the greatest breakthroughs in our lives, whether professionally or personally, they rarely happen in times of ease. They happen when we're faced with challenges that force us to dig deep, learn something new, or approach life from a fresh perspective. Discomfort pulls something greater out of us.
Consider the analogy of a butterfly. Before it can emerge in its full beauty, it must first struggle to break free from its cocoon. That process of struggle is what strengthens its wings and allows it to fly. Without that discomfort, the butterfly wouldn’t have the ability to soar. In the same way, our moments of discomfort are preparing us for something greater.
Embracing Discomfort Unlocks Growth
Growth comes from embracing the discomfort that challenges you. It pushes you to:
Overcome Fear. Fear often keeps us in our comfort zones. The fear of failure, rejection, or not measuring up can paralyze us. But discomfort forces us to face those fears head-on. Each time we push past fear, we grow more resilient and confident, unlocking the potential that fear kept hidden.
Adapt and Learn. When we’re comfortable, we tend to stick to what we know. Discomfort, on the other hand, forces us to adapt, learn new skills, and broaden our horizons. Whether it's tackling a new role at work, navigating a difficult relationship, or stepping out in faith in an area you feel uncertain, discomfort makes room for learning and growth.
Discover Strengths You Didn’t Know You Had. It’s often said that we don’t know how strong we are until being strong is our only option. Discomfort reveals inner strength. It teaches us perseverance, grit, and determination. When you push through the pain of discomfort, you emerge stronger and more capable.
Practical Steps to Embrace Discomfort
Set Stretch Goals. Regularly set goals that push you beyond your current abilities. Whether it’s learning a new skill, challenging yourself with a tough project, or taking on leadership in a situation that intimidates you, give yourself permission to stretch. These goals will force you to grow beyond your current limits.
Lean Into Fear. Instead of avoiding what makes you uncomfortable, lean into it. If something scares you, like public speaking, trying something new, or having a hard conversation, approach it with curiosity. You may discover strengths and talents you didn’t know you had.
Surround Yourself with People Who Challenge You. Growth happens when we’re surrounded by those who push us to be better. Find a mentor, colleague, or friend who challenges you to think differently, take risks, and stretch yourself. These are the people who will help you unlock your hidden potential.
Reflect on Past Discomfort. Think back to a time when you were uncomfortable, but came out stronger. Maybe it was a job loss, a move to a new city, or a tough season in a relationship. Reflect on how that discomfort shaped you. How did it reveal new strengths or lead to unexpected growth?
Embrace Discomfort for What It Is
Discomfort is not the enemy. It’s the key that unlocks the hidden potential within you. When you push through fear, adapt to new challenges, and refuse to settle for what’s comfortable, you discover new levels of strength, resilience, and capability.
So the next time you feel that familiar pull to retreat into comfort, challenge yourself to lean into the discomfort. It may feel unsettling at first, but it's in those moments that you find out what you're really made of. Being a creature of discomfort isn’t about seeking pain or hardship; it’s about recognizing that the path to your greatest potential often runs through the valley of discomfort. Embrace it, and watch your potential unfold.

Navigating Leadership: The Importance of Awareness and Decisiveness
In my 20s, I had the privilege of serving as the captain of a 65-foot Hatteras, guiding it through fishing tournaments and the challenges that came with them. One particular experience stands out, not just as a lesson in boating, but as a powerful metaphor for leadership.
During one tournament, we were approaching the weigh-in, where the atmosphere was thick with anticipation. Boats and spectators crowded around, eager to see the day's catch. As I carefully maneuvered our vessel, a smaller boat suddenly crossed in front of my bow, oblivious to another boat approaching on my port side. Realizing their mistake, the crew of the smaller boat panicked, throwing their vessel into reverse to avoid a collision with the other boat. But in their haste, they failed to account for the momentum of my much larger boat, which couldn’t just stop on a dime. Fortunately, I was moving slowly and was able to back down in time to avoid an accident.
This near-collision highlighted a crucial leadership lesson: the importance of awareness and decisiveness. The crew of the smaller boat was so focused on one problem that they missed the bigger picture, almost causing a much larger issue. As leaders, we often face similar situations where the ability to see the whole picture and make calm, informed decisions is critical.
Leadership Lessons from the Helm
Holistic Awareness: Effective leaders are always aware of the broader context. Just as I had to keep an eye on all the boats around me, a leader must understand the dynamics within their team, the competitive landscape, and the impact of their decisions on the organization. Missing one element can lead to unintended consequences.
Measured Response: When faced with challenges, leaders need to avoid knee-jerk reactions. The crew on the smaller boat reacted hastily, without considering all the factors at play. In leadership, a hasty decision can often exacerbate problems rather than solve them. Taking a moment to assess the situation and think through the potential outcomes can make all the difference.
Understanding Momentum: Just as a large boat doesn’t stop instantly, organizational changes and decisions often take time to fully manifest. Leaders must recognize the inertia of their actions and understand that reversing course is not always easy or immediate. This requires foresight and careful planning.
Maintaining Focus: In the heat of the moment, it’s easy to lose sight of the bigger picture. The crew was likely distracted by the excitement around them, leading to their poor
decision-making. As a leader, it’s vital to remain focused on long-term goals, even when faced with immediate pressures or distractions.
Steering the Course as a Leader
Leadership is much like navigating a large vessel through busy waters. It requires a combination of awareness, decisiveness, and a deep understanding of the forces at play. A good leader, like a good captain, anticipates challenges, remains calm under pressure, and always keeps the larger context in mind.
Just as I avoided a collision that day by staying aware and making a measured decision, leaders can steer their organizations through challenges by maintaining focus, considering all variables, and understanding the momentum of their actions. In both leadership and boating, the ability to navigate complex situations with clarity and calmness is what ultimately leads to success.

When it comes to looking into the future, people generally fall into two categories: those who wish and those who plan. Wishing involves dreaming about the things you want, but without the necessary steps to make those dreams a reality, those wishes remain just that—wishes. On the other hand, planning involves not only setting goals but also mapping out a clear path to achieve them.
I once heard a story about a man speaking to a group of people. He asked for a volunteer, and a gentleman from the audience stood up and walked to the stage. The speaker then asked the man, "What is the one thing you want to have in the future?" The gentleman paused for a moment and then said, "I would like a Lamborghini."
The speaker asked him to close his eyes and imagine himself getting into the car, feeling the leather seats, gripping the steering wheel, and preparing to drive. As the man visualized this moment, the speaker suddenly told him to stop. "You don't deserve the car," the speaker said.
The room fell silent as the speaker explained. "When you imagined getting into the Lamborghini, you opened the door like you would any other car. But a Lamborghini’s doors open from the bottom to the top. You wished for the car, but you didn’t plan for it. If you had, you would have known how the doors open."
This story perfectly illustrates the difference between wishing and planning. Wishing is easy, but planning requires knowledge, preparation, and action. It's not enough to simply desire something—you must prepare yourself for it, understanding the details, and taking the necessary steps to make it happen.
Consider the example of Nehemiah, who was tasked with rebuilding the walls of Jerusalem. He didn’t just wish for the walls to be restored; he meticulously planned every aspect of the project. He surveyed the damage, gathered resources, and organized the people. He even anticipated potential obstacles and opposition. Nehemiah’s success wasn’t just a result of his desire to see the walls rebuilt; it was his thorough planning and reliance on a higher power that made the impossible possible.
In life, there are those who only do what they are capable of doing on their own. They rely solely on their own strength and abilities, which often limits them to what is easily achievable. But then there are others who dare to dream of accomplishing the impossible. These individuals don’t just wish—they plan. And they don’t rely only on their own abilities; they lean on a higher power, trusting that with the right preparation, faith, and determination, they can achieve far more than they could ever imagine.
The question you need to ask yourself is: Are you just a wisher, or are you a planner? Do you dream without action, or do you make a plan and take steps toward making those dreams a reality? Remember, wishing without planning is like setting sail without a destination. You may end up somewhere, but it won’t be where you intended to go. Planning, however, is the compass that guides you to your desired destination, making your dreams not just a possibility, but a reality.

​In leadership, the difference between hiring a staff and building a team can make or break an organization. It’s easy to believe that assembling a group of talented individuals automatically results in a high-performing team, but that’s rarely the case. A true team is more than the sum of its parts—it’s a cohesive unit working towards a common goal with clarity and purpose.
 
The old adage says, “If you don’t know why it’s working when it’s working, you won’t know how to fix it when it’s broken.” This is especially true in building teams. Think of it like this: If someone gives you a million dollars, you might enjoy the benefits, but if you lose it, you’ll have no idea how to get it back. On the other hand, someone who has earned their first million knows the process, the sacrifices, and the strategies that led to that success—and they can do it again if needed.
 
So how do you build a team that works? Here are four key principles:
 
1. Select Performance-Oriented People and Position Them for Maximum Impact
When hiring, it’s tempting to focus on the ideal candidate who checks all the boxes. But in building a team, it’s more important to recruit doers over thinkers. It’s easier to educate a doer than to activate a thinker. As Jim Collins notes in Good to Great, “The right person in the wrong place feels like the wrong person.” It’s critical to ensure that your team members are not just in the right organization but also in the right role.
 
A useful question to ask during the hiring process is, "What have you done with your previous company?" This focuses on action, results, and initiative. Hiring through the organizational chart isn’t always the best strategy; instead, follow what I call the "Pharaoh Principle"—put your best people on the most critical projects. Remember Einstein’s (alleged) wisdom: “Everybody is a genius, but if you judge a fish by its ability to climb a tree, it will live its whole life believing it is stupid.” Hiring is not just about filling positions but about finding the right match for the role.
 
2. Clarify WHAT and WHY
A team that knows what they are doing and why they are doing it is unstoppable. The “what” provides direction, and the “why” provides inspiration. Teams thrive on winning, and knowing what success looks like is crucial. But when the goal line is constantly moving, frustration sets in. It’s vital to set clear, consistent goals.
 
As Pat MacMillan writes in The Performance Factor, "A clear, common, compelling task that is important to the individual team members is the single most significant factor in team success." Clarity around the what and why lays the groundwork for organizational change. People resist letting go of old habits or mindsets until you clearly articulate where you want them to go. It's like getting rid of the old coach you keep moving from house to house—until you clearly see why it's time to let go, it will continue to hold you back.
 
3. Organize to the What
Once you’ve clarified the “what,” the next challenge is to ensure your organization is aligned to it. Are you organized in a way that supports the team’s goals? Often, people feel they have to work around the organization, which becomes an obstacle rather than a support system. If your organizational structure gets in the way of the win, it’s time for a change.
 
4. Orchestrate and Evaluate Everything
Consistency is key in building a strong team. “This is how we do it here until further notice.” That’s why brands like Disney are so successful—they’ve eliminated discretion or choice at the operating level of the business. They have a playbook, and everyone knows what to expect. However, orchestration left alone can make a business stale, so continuous evaluation is necessary to refine your culture.
 
Creating a feedback loop is essential. It keeps you closely connected to and emotionally preoccupied with mission-critical events in your organization. Being in the field, understanding the key events that drive your mission, and constantly refining your approach are crucial for sustained success.
 
Hiring a team requires more than just filling positions; it requires a strategic approach that ensures everyone is aligned, motivated, and working towards a common goal. By focusing on performance-oriented people, clarifying your objectives, aligning your organization, and continuously orchestrating and evaluating, you’ll build a team that’s not only effective but also resilient in the face of challenges.
 

Does Leadership Fit Who You Are?
When you think about leadership, what comes to mind? Many of us have heard the term "servant leadership," but what does that really mean? I've seen countless leaders asked, "What type of leader are you?" and the most common response is, "I am a servant leader." Unfortunately, I've also met many who claim this title but are far from embodying what a servant leader truly is.
So, let's take a moment to define what servant leadership really means. To do this, we can look to the Bible. Whether or not you agree with its teachings, it offers a powerful example of servant leadership in the life of Jesus Christ. Jesus took a three-year, non-stop journey across all corners of the region, introducing the Kingdom of God. His assignment was arguably more demanding than anything we face today. Yet, throughout the scriptures, we see Jesus taking time to stop, talk, listen, and help those in need—often those outside what we might call his "target audience."
Consider the story of the Samaritan woman at the well. In a society where she was marginalized, Jesus took time to listen to her, speak with her, and offer her something no one else could: living water. He didn't do this for recognition or to bolster his reputation; he did it because that was who he was—a servant leader, in the truest sense. This is the essence of servant leadership: taking time with others, not to showcase our own achievements, but to genuinely help people get where they need to be.
The leaders I've truly enjoyed working for are those who embody this kind of leadership. They stop, they listen, they help—not because it makes them look good, but because they are committed to the growth and well-being of others. On the other hand, those who claim to be servant leaders but are more focused on how they appear are what I call "me monsters." It's all about them, their image, and their accolades.
So, if you consider yourself a servant leader, I challenge you to ask yourself: Are you taking time with others to listen, talk, and help, not for the sake of recognition, but to genuinely assist them in their journey? Servant leadership isn’t about making sure the spotlight shines on you; it’s about helping others shine, even if that means you stay in the shadows.
True servant leadership is a reflection of who you are, not just a title you claim. The question is, does leadership fit who you are?

​My wife and I were recently invited to go sailing with some friends. Let me be the first to say that this was my first time on a sailboat. I’ve run boats for years, but those boats were powered by motors, not sails. Sailing was a whole new experience for me.
As we sat on the bow of the boat, we were headed in a specific direction, aiming for a remote island. The weather was perfect, the company was good, and our course was set. But then, in the middle of our trip, the winds shifted. Suddenly, our plan had to change, and we ended up going to a completely different location. As I sat there, watching the sails adjust and the boat change course, I couldn’t help but think: isn’t this just like life? Isn’t this just like our careers?
I’m sure you, like me, have interviewed for different jobs, prepared yourself for new opportunities, and envisioned yourself in roles you were certain were the next step in your career. And yet, for some reason, things didn’t go as planned. Maybe you didn’t get the job. Maybe a company restructure altered your trajectory. It’s frustrating when the path you’ve carefully planned out suddenly changes. But perhaps that’s because the direction we were headed wasn’t where we were truly meant to go.
Remember, sailors have no control over the wind or the sea. They may have a destination in mind, just as you might have a goal for your career. But when the wind changes or the seas get rough, the direction changes as well. We adapt, we adjust the sails, and we continue the journey, sometimes to places we never expected.
There’s a powerful biblical story that resonates with this idea. Saul, a man who was climbing the leadership ladder within the Jewish community, was suddenly called by God to head in a completely different direction. He wasn’t just redirected; he was transformed into Paul, one of the most influential figures in Christian history. His journey wasn’t what he had planned, but it was the one he was meant to take.
Our careers and lives are much like sailing. We plan our course, set our sights on a destination, and move forward with determination. But we must remember that the wind—the circumstances, opportunities, and challenges we encounter—is not in our control. It’s in God’s hands. And as difficult as it may be to accept when things don’t go as planned, we must trust that there’s a better destination ahead, one that we might not have envisioned but is exactly where we’re meant to be.

The Power of Collaboration and Inclusion: Dr. Alfred Blalock and Vivien Thomas
Breaking Boundaries in Medicine

Dr. Alfred Blalock's success story is not just one of personal achievement but of the power of collaboration and inclusion. In the early 20th century, a time when racial segregation was rampant in the United States, Dr. Blalock's partnership with Vivien Thomas, an African American surgical technician, was nothing short of revolutionary. Together, they transcended societal norms and prejudices to pioneer medical breakthroughs that have saved countless lives.
Vivien Thomas started his career as a carpenter but found his way to Vanderbilt University, where he met Dr. Blalock. Recognizing Thomas's potential, Blalock hired him as a surgical technician. Despite lacking formal medical education, Thomas quickly proved his exceptional skill and intelligence, becoming an indispensable part of Blalock's team. Their collaboration was marked by mutual respect and a shared commitment to medical innovation.
The most notable achievement of Blalock and Thomas was the development of the Blalock-Taussig shunt, a surgical procedure to treat "blue baby syndrome" (tetralogy of Fallot). This condition caused severe oxygen deprivation in infants due to congenital heart defects. Blalock and Thomas's pioneering work involved extensive experimentation and an unyielding determination to find a solution. Their breakthrough procedure not only transformed pediatric cardiology but also underscored the importance of their collaborative dynamic.
Harnessing Diverse Perspectives: The success of Blalock and Thomas highlights the importance of embracing diverse perspectives. Thomas's unconventional background brought unique insights and skills to the team, contributing to their groundbreaking success. Leaders should recognize and value the diverse experiences and viewpoints that team members bring, as these can lead to innovative solutions and creative problem-solving.
Building Inclusive Environments: Dr. Blalock created an inclusive environment where Thomas's contributions were valued and respected, despite the prevailing racial prejudices of the time. Leaders today can learn from this by fostering inclusive workplaces where every individual feels valued and empowered to contribute. This involves actively challenging biases and ensuring that all voices are heard.
Mutual Respect and Trust: The partnership between Blalock and Thomas was built on mutual respect and trust. Blalock trusted Thomas's expertise and judgment, and Thomas respected Blalock's leadership and vision. This trust allowed them to collaborate effectively and achieve extraordinary results. Leaders should cultivate a culture of respect and trust within their teams, as this lays the foundation for successful collaboration.
Shared Goals and Vision: Blalock and Thomas were united by a common goal: to save the lives of infants suffering from congenital heart defects. This shared vision motivated them to work tirelessly and overcome numerous challenges. Leaders should align their teams around common goals and a shared vision, as this fosters unity and drives collective effort towards achieving significant outcomes.
The legacy of Dr. Blalock and Vivien Thomas extends beyond their medical achievements. Their story serves as a powerful testament to the impact of inclusive leadership. By valuing and empowering individuals from diverse backgrounds, leaders can unlock untapped potential and drive innovation.
Their collaboration also serves as a reminder that groundbreaking achievements often come from unexpected partnerships. By being open to diverse perspectives and fostering inclusive environments, leaders can create the conditions for extraordinary success.
Dr. Alfred Blalock's collaboration with Vivien Thomas stands as a landmark example of the power of diversity and inclusion in leadership. Their partnership not only transformed the field of pediatric cardiology but also demonstrated the profound impact that can be achieved when leaders embrace diverse perspectives and work together towards common goals.
In today's world, where diversity and inclusion are more important than ever, leaders can draw inspiration from Blalock and Thomas's story. By fostering environments of mutual respect, trust, and shared vision, we can unlock the full potential of our teams and achieve extraordinary breakthroughs.

As leaders, one of our primary goals is to foster the growth of our business or organization. However, a critical factor that directly influences this growth is often overlooked: the growth of the people within the organization. And what determines the growth of people? It's the growth of the leader they report to.
Imagine a drink cup with a lid. The lid is there to keep the drink from spilling, but in leadership, it represents the limitations we place on ourselves. When we don't work on increasing our capabilities and overcoming our limitations, we essentially put a lid on the potential of those we lead. As leaders, we are asking people to follow us. If we limit ourselves, people will only travel as far as we do.

The Growth Lid
John C. Maxwell, in his book The 21 Irrefutable Laws of Leadership, describes the Law of the Lid, which states that an organization's potential is determined by the leader's ability. If a leader's ability rates at a 6 on a scale of 1 to 10, the organization will never perform above a 5. The leader is the lid on the organization's potential. To raise the lid, the leader must grow and develop themselves.
If you’re not growing, why would you expect your team to grow? Leadership is about setting an example. When you show a commitment to personal growth, you inspire and motivate your team to do the same. However, if you neglect your own development, you stifle the growth of those you lead.

The Cost of Stagnation
Consider this: you're leading someone who strives to grow, who has the potential to bring great value to the team and the organization. If you don't nurture that potential, you risk losing them. People go where they grow. If your organization doesn't provide opportunities for growth, they'll find it elsewhere.
In the Bible, Jesus emphasized the importance of growth and development. In the Parable of the Talents (Matthew 25:14-30), the master entrusts his servants with talents (a form of money). The servants who invest and grow their talents are rewarded, while the one who does nothing with his is reprimanded. This parable teaches us the importance of using and developing our abilities. As leaders, we must invest in our own growth to effectively guide and grow our team.

Investing in Yourself
You will not be able to lead others until you invest in yourself first. Personal growth should be a continuous journey. Here are some practical steps you can take to invest in your growth:

Read and Learn: Commit to reading books, attending workshops, and learning from other leaders. Leadership is a skill that can always be improved.
Seek Feedback: Regularly ask for feedback from your team and peers. Constructive criticism is a valuable tool for personal development.
Set Goals: Establish clear, achievable goals for your personal and professional growth. Regularly review and adjust these goals as needed.
Mentorship: Find a mentor who can guide you and provide wisdom from their own experiences. Likewise, mentor someone else; teaching is a powerful way to solidify your own learning.
Reflect and Adapt: Take time to reflect on your experiences and adapt your strategies accordingly. Self-reflection helps you understand your strengths and areas for improvement.
Growing with Intent
Growth doesn't happen by accident; it requires intentional effort. In 2 Peter 1:5-8, we are encouraged to "make every effort to add to your faith goodness; and to goodness, knowledge; and to knowledge, self-control; and to self-control, perseverance; and to perseverance, godliness; and to godliness, mutual affection; and to mutual affection, love." This passage highlights a progression of growth, showing that each step builds upon the previous one. Similarly, in leadership, each stage of personal development strengthens our ability to lead effectively.
If you are looking to get better, the question you may want to ask yourself is, "How will you grow?" As leaders, we must prioritize our own growth to effectively lead others. When we remove the lids of our limitations, we create an environment where our team can flourish. Remember, the growth of your organization is a reflection of your growth as a leader. Invest in yourself, lead by example, and watch your team and organization reach new heights.

​As leaders, one of our primary responsibilities is to ensure that our teams are driving for results. This often involves a combination of education and motivation. We educate our teams by imparting knowledge, skills, and strategies. We motivate them by inspiring, encouraging, and energizing them to reach their full potential. However, while education and motivation are crucial, they are not the end of the story. We must ask ourselves an important question: Are we truly activating our teams?
Understanding Activation
Let's begin by examining the definition of activation. To activate means to start something off, to trigger it, or to set it in motion. When we think of activation in the context of our teams, it involves more than just providing information and encouragement. Activation means creating the conditions that enable our team members to take action and make a change.
Consider the simple act of using a remote control to change the channel on a TV. By pressing a button, we activate the remote, setting in motion a series of actions that result in a different channel being displayed. In this analogy, the remote control represents the tools, resources, and environment we provide to our teams. But unlike a remote, which requires just a push of a button, activating our teams involves a more nuanced approach.
The Power of Activation
When we activate our teams, we are doing more than just talking at them. We are engaging them in a way that compels them to take ownership of their roles and responsibilities. We are creating an environment where they feel empowered to take initiative and make decisions that drive results. This activation is what brings our teams together, aligning them with a shared purpose and filling them with a unified message.
How to Activate Your Team
1. Provide Clear Direction and Purpose Activation starts with clarity. Your team needs to understand the bigger picture and how their individual contributions fit into it. Communicate the vision, mission, and goals of the organization clearly and consistently. When team members understand the "why" behind their work, they are more likely to feel motivated to act.
2. Equip with the Right Tools and Resources Just as a remote control needs batteries to function, your team needs the right tools and resources to be effective. Ensure they have access to the necessary technology, information, and support systems. This might include training programs, software, and access to key decision-makers.
3. Foster an Environment of Trust and Empowerment Activation thrives in an environment where team members feel trusted and empowered. Create a culture where it is safe to take risks and make mistakes. Encourage autonomy by delegating responsibilities and trusting your team to make decisions. When people feel trusted, they are more likely to step up and take action.
4. Encourage Open Communication and Feedback Open communication is essential for activation. Establish channels where team members can share ideas, ask questions, and provide feedback. Regular check-ins, team meetings, and an open-door policy can help facilitate this. Listening to your team and valuing their input will make them feel more engaged and ready to act.
5. Recognize and Reward Initiative Recognition and rewards are powerful motivators. Celebrate successes, both big and small. Acknowledge team members who take initiative and contribute to achieving the organization's goals. This not only boosts morale but also encourages others to step up and take action.
6. Lead by Example As a leader, your actions speak louder than words. Model the behavior you want to see in your team. Show enthusiasm, commitment, and a willingness to take action. Your example will inspire your team to follow suit.
Conclusion
As leaders, it is not enough to simply educate and motivate our teams. We must also activate them. Activation involves creating the conditions that enable team members to take action, make decisions, and drive results. By providing clear direction, equipping with the right tools, fostering trust, encouraging communication, recognizing initiative, and leading by example, we can activate our teams and achieve extraordinary results together.
In essence, activation is about turning potential into action and transforming a group of individuals into a cohesive, results-driven team. Let us, as leaders, ensure that we are not only teaching and motivating but also activating our teams to reach new heights of success.