program for leaders

Mentorship vs. Sponsorship: How to Choose the Right Approach for Your Team

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Advice is Nice, But Access is Better

If you’re lumping mentorship and sponsorship together, you’re missing the point. Sure, both are about developing talent, but they serve very different purposes—and the truth is, your leaders need both. Here’s the difference: a mentor offers advice, while a sponsor puts their reputation on the line to open doors for you. In short, mentorship teaches you how to swim; sponsorship throws you into the deep end and says, “I’ll vouch for you.” So, which does your team need?

Understanding when to use mentorship versus sponsorship—or when to use both—is critical to empowering the next generation of leaders in your organization. Let’s break it down.

Mentorship: When Guidance is Key

Mentorship is the ideal approach when a leader’s focus is on personal growth and development. It’s about offering advice, sharing experiences, and helping someone navigate new challenges. Mentorship is a long-term relationship that’s designed to foster personal and professional growth. Mentors do not need to come from the individual’s direct reporting line or even be in the same part of the company.  The best mentors are often those leaders with different experiences and perspectives.  For example, a CFO could be a great mentor for an operations leader.

When to use it:

  • When Developing New Skills or Navigating a Career Transition
    Senior leaders may use mentorship when a high-potential employee needs to develop specific skills, such as leadership, communication, or technical expertise. This is especially helpful when the employee is transitioning to a new role or department and needs guidance to succeed. A mentor provides insights based on their own experiences and helps navigate challenges the mentee may not have faced before.

Example: A rising manager moving into a more strategic role might need a mentor to guide them effectively making decisions and how to think more long-term.

  • When Fostering Long-Term Personal Development
    Mentorship is also useful when focusing on long-term growth. It’s less about immediate results and more about helping the mentee build confidence, emotional intelligence, and resilience. Leaders might employ mentorship when the goal is to cultivate deeper self-awareness and soft skills, which are essential for success over the long run.

Example: A senior leader mentors a team lead who shows potential but lacks confidence. Over time, the mentor helps the mentee recognize their successes and develop and effective leadership style.

Sponsorship: When You Need to Push Them Forward

Sponsorship is more action-oriented than mentorship and focuses on promoting someone’s career advancement by actively creating opportunities for them. Sponsors advocate for their protégés, ensuring they get high-profile assignments, promotions, or visibility with decision-makers.  Offering to sponsor up and coming talent should be expected of all leaders.

When to use it:

  • When Promoting High-Potential Talent
    Senior leaders use sponsorship when they recognize an individual who is ready for the next level but needs visibility or access to decision-makers. Sponsors will advocate for their protégé in critical meetings, recommend them for high-stakes projects, and push them toward promotions.

Example: A senior executive nominates a rising star for a company-wide leadership development program that includes work on an important business project.  This type of sponsorship ensures they get the visibility they need with top management to be considered for an executive role.

  • When Opening Doors to New Opportunities
    Sponsorship is crucial when someone needs that final push into a leadership role. This is particularly important when diverse or underrepresented talent needs a boost to overcome systemic barriers. Sponsors advocate on their behalf, using their influence to create career-defining opportunities.

Example: A senior leader advocates for a highly capable woman of color to take on a high-profile project that will position her as a candidate for a VP role, directly leveraging their influence to ensure she’s given the opportunity.

Sponsorship shouldn’t start just in time for someone to join the highest ranks in the organization.  Sponsorship is important for early career talent, as well.  Too often talent misses opportunities because they don’t realize the importance of sponsorship.  Part of developing talent is to help them understand that career development often goes beyond having the right skills and capabilities. It’s also important to network and develop relationships this allow them to engage with potential sponsors throughout their careers.

Creating the Right Mix: When Both Mentorship and Sponsorship are Needed

Some situations call for both mentorship and sponsorship, as leaders often need development in multiple areas at once. Here’s where a mix of both approaches can be especially powerful:

When to use both:

  • When Preparing an Emerging Leader for a Bigger Role
    A senior leader may first mentor an emerging leader to develop the necessary skills for a higher position, and then transition into a sponsorship role by advocating for their promotion once they’re ready. This combination ensures the individual is both prepared and promoted.

Example: A director mentors a high-potential manager on strategy and leadership for several months. Once the manager demonstrates readiness, the director shifts into a sponsorship role, recommending them for a director position in an upcoming reorganization.

  • When Supporting Underrepresented Talent in Leadership
    For underrepresented groups in leadership, combining mentorship and sponsorship is particularly powerful. Mentorship offers the necessary development, while sponsorship helps break through barriers and biases by creating opportunities for advancement.

Example: A senior executive mentors a high-potential LGBTQ+ manager, helping them navigate the complexities of leadership. Later, the executive sponsors the manager for a C-suite opportunity, using their influence to overcome potential biases in the selection process.

Conclusion: Choose the Right Approach for the Right Moment

The key takeaway is that both mentorship and sponsorship play critical roles in leadership development, but they are not interchangeable. Mentorship is about growth, guidance, and long-term development, while sponsorship is about advocacy and career advancement. The most successful organizations know when to use each—or when to combine both approaches—to empower their future leaders and drive organizational success.

4 Must-Do Items on Every Leader’s January Checklist

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We’re starting another year. Like any other, it will be filled with opportunities and challenges, achievements and disappointments, zigs and zags. During these first couple weeks of the year, position yourself and your team for success in the months to come. Here are 4 actions that will help you start the year personally centered, organizationally aligned, and ready to go.
How can you and your team get off on the right foot in 2023?
Reconnect to your North Star.  What is your big “why?” Why do you do the work you do? How is it helping you live your values? How does your work advance your personal and career goals? Your business goals? What needs to change to move you further along this year?
  • There are hundreds of tools online to help you do this.  Here’s one.

 

  • If you’re already sure of your North Star, here’s a quick tool for moving you forward: with your north star in mind, create a “Start-Stop-Continue/ Improve” list. Focus on specific behaviors like “start spending 5 minutes preparing for every meeting/discussion by writing down how it aligns with my purpose and my goals and the top three things I want to accomplish.” Or “stop complaining in front of my team and focus on solutions.”

 

  • No matter what you do, write your thoughts down and put an alert in your calendar to check in with them on at least a quarterly basis. As this year ramps up we will be distracted by fire drills, urgent requests, and changes in plans. Aligning to your North Star will allow you to focus more fully on adding value and saying no to non-value-add activities.
Clarify goals.  For many of you, December and January are about setting annual goals for yourself and your team. Make sure you and your team are clearly aligned. Engage your team members in individual conversations about how frequently they want to check in on goal progression and the best way you can support them. Also, decide how you will reprioritize when inevitable change comes along. Even if you did this as recently as December, a quick check-in is important. People lose focus over the holidays, things change quickly and clarifying expectations at the beginning of the year leads to better alignment and happier team members.
Assess your personal routines.  Research shows that having routines can allow us to be more creative.  By creating routines around repetitive leadership tasks, we are able to direct our free cognitive resources to learning and creativity.  What are your current routines? What else could you routinize? For example, set up ‘do not disturb’ on your messaging while you’re doing concentrated work.  That way, responding to messages becomes routinized, and you’re able to respond at a time when you can focus more fully on the messages. Another way to improve your leadership is to consider your daily habits… what do you do almost without thinking or planning? What should you start/stop/continue?  Here’s a great list shared by 21 executives.
Do a mental health check.  How are you feeling as you start the year? Take an honest look at your emotional and mental health. Many of us are energized and ready to go. Many others are still feeling overwhelmed, burnt out, and daunted by what lies ahead of us. Commit time each day to taking care of yourself. Go for a walk. Connect with friends. Read. Do something that feeds your energy. Your company likely has confidential resources that you can access to help you understand and improve your health.
Being intentional around these four areas, you’ll position yourself for a great start to 2023.
What else do you do to start your new year with intention?

Who’s Going Back to the Office? Who *Should* Be Going Back?

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It’s usually not a simple choice – for companies or for individuals. Companies are making very different decisions. If you’re unsure who should go back to the office, how many days per week, and to do what type of work… here’s a bit of help.

Companies are making very different decisions.

Many people are thinking about being back in the office and what post-pandemic work life looks like. They’re asking questions like “why do I need to be in the office? When do I need to be back in the office? Why aren’t we all back in the office?”

The answers seem as varied as the people asking them. We are hearing weekly what different companies are doing, and the decisions are far from consistent.

  • The largest 4-day work week pilot to date is underway in the UK. For six months, 3,300 people, in 70 companies, across a wide variety of industries are testing the feasibility of a 4-day work week. During the program, workers receive 100% of their pay for working only 80% of their usual week, in exchange for promising to maintain 100% of their productivity. Joe O’Connor, CEO of 4 Day Week Global says “More and more companies are recognizing that the new frontier for competition is quality of life, and that reduced-hour, productivity-focused working is the vehicle to give them that competitive edge,”
  • Elon Musk made news because of a leaked internal memo to Tesla workersin which he says “Anyone who wishes to do remote work must be in the office for a minimum (and I mean *minimum*) of 40 hours per week or depart Tesla… not a remote branch office unrelated to the job duties.’ His reasoning seems to be that by not being in the office at least 40-hours per week, you are “phoning it in.”
  • Akamai went in the opposite direction. Full disclosure – I’ve had the privilege of working with them several times. They announced that as of May 2022, 95% of their nearly 10,000 employees around the world have complete flexibility to decide whether they work at home, in the office, or both. In making this decision, they analyzed all roles in the company against the same criteria, regardless of location, and determined 95% could be done with complete flexibility. Flexibility has been part of their culture for years but never to this extent. The analysis bolstered their belief that employees should decide what is best for them.
So, who’s doing what?  A Robin survey of more than 10,000 offices globally found that:
  • Nearly 20 percent of American office workers are back one day a week
  • About 10 percent are back two days a week
  • Just five percent are back three days a week
  • Even fewer are back four or five days a week
  • More than 50 percent do not use the office consistently every week.

The idea of everyone needing to be in the office or at the same site goes back to the industrial and pre-digital work environment. Materials were most efficiently used in a single location. Communication happened face-to-face or by phone. In my early consulting career, I worked for a firm where a large percentage of the consultants coded all day – onsite, in person. The technology was different then so there really wasn’t another option. However, these people spent 90% of their time in their cubes, working individually. With today’s digital environments, you could easily see that being in-person would probably be of little impact on their work.

Recent research finds that working collaboratively face-to-face (F2F) has an impact on creativity. A study of nearly 1,500 engineers in five different countries were randomly paired to create product ideas F2F or via video call. The study showed video conferencing had a negative impact on idea generation but did not make a difference in the ability to critically evaluate creative ideas. Since creativity begins with new or adaptive ideas, face-to-face could be critical to your innovation and problem-solving strategies.

What’s the right model for how we work? Different companies will have different needs, jobs will have different needs, people will have different needs. And, that’s a new way of thinking.  Many roles are much more nuanced than the coder example I shared above, so the choice is not that simple. It will take months, probably years before we understand the benefits and drawbacks of any model. At the end of the day, the answer will probably be, it depends.

“It depends” is not a great response for people seeking answers.  So, here’s a little help figuring things out. If you and your team are still deciding how to manage the Great Transition, you may want to start with looking at the nature of the work. Even if your organization is committed to a consistent hybrid model (i.e., everyone in the office 2 days per week), it may help you determine how to use those in-office days vs remote days.

You can start with a simple 2×3 matrix that allows you to map tasks to three task categories – creative, analytical, or transactional/process — and the degree of interactivity associated with the task – is it primarily individual or collaborative, and the amount of your time you spend on each task.

For example, if I am analyzing the data in a spreadsheet, it is primarily an individual task. If I am one of several people brainstorming a new solution, working collaboratively on this analysis will generate better results. Analyzing different solutions may work as well remotely as FTF depending on the nature of what’s being analyzed.  Also, creative and analytical processes can be co-dependent and concurrent, so working collaboratively, FTF on this analysis might generate better results. Think of this as a continuum between Creative and Transactional.

Here’s an example, below:

We’re working with leaders, teams and organizations right now helping them be successful in the new world of work through customizable programs and consulting engagements.  How can we help you?

5 Minutes. 5 Days. (Re)gaining Joy at Work

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Joy and happiness are two different things. Both impact things like creativity, individual productivity, and the company’s bottom line (yes, it’s true). But joy is more sustainable.  Here’s a 5-minute per day, one-week plan for kickstarting your path to getting more joy out of work.

Are you missing joy at work?  Or maybe, you’ve never even put the two words joy and work together in the same sentence.  May is Mental Health Awareness Month. Joy is important to mental health. Finding it at work is very challenging for many of us. However, finding it may be more important than ever.

Isn’t joy just another word for happiness?  Not really. According to Merriam Webster dictionary joy is the emotion evoked by well-being, success, or good fortune. Joy comes from being connected to our uniqueness, authenticity, to others and to something meaningful. Joy is something we create and more intrinsic. Happiness is sparked by an external event or situation. Research shows both joy and happiness impact our creativity, energy, productivity, health, ability to handle stress, and the company’s bottom line. Joy is more sustainable.

Interested in (re)gaining joy at work? After all, we do spend most of our days working. Creating joy needs to be an active pursuit made up of small steps we take every day. I challenge you to take the 5-minute, 5-day challenge to (re)gain joy at work. It works best when you implement it over 5 consecutive days and jot your answers down somewhere so you can look back on them.

Day One: 5 minutes:  Reconnect to your North Star.  What is your big why?  Why do you do the work you do? How is it helping you live your values? How does your work connect with other important things in your life? What about it is driving you right now?

Day Two: 5 minutes:  What is one thing you can influence or change at work that will allow you to align with your North Star more completely – even if it’s a small thing. What is one task you could do? Or stop doing? What is one opportunity you could take to give yourself a few minutes to focus on something more meaningful? Or to laugh? Or to take a deep breath?

Day Three: 5 minutes: What colleague could you help?  Maybe you’re thinking you don’t have time to help a colleague because you have so much on your plate.  What if you grabbed them a cup of coffee when you go to grab one yourself? Could you have a walk and talk to help them think through a challenge while you both go to pick up lunch (that you may be eating at your desk so you can keep working!)

Day Four: 5 minutes: What are your strengths?  What energizes you?  What is one way, in the next week, you could more fully use that strength? How could you craft your job so that you are able to do this more consistently and frequently?

Day Five: 5 minutes.  Reflect and reward yourself.  What accomplishment are you proud of this week? How did you live your big why? What one thing did you influence or change? Who did you lend a hand to? How did you use your strengths more fully? Do you feel more joy today than you did 5 days ago?

Integrate this challenge into your daily routine every week. Assess the impact at the end of 3-weeks and 3 months. Let me know what happens.

Worried About Accountability During the “Great Resignation?”

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Record numbers of people are leaving their jobs and it’s putting a strain on businesses and their leaders. When you’re concerned about holding onto your best talent (who are usually the first to leave because they have the best options), it may seem like the wrong time to really hold people accountable. To be honest, we have become a little fearful. For many, the thinking is, “if I push my people too much right now, they’ll be even more likely to go.” Losing more good people is a legitimate concern. But here’s how accountability can actually work in your favor and increase your ability to retain and engage your best talent.

Three things you can do now to make accountability work:

  • Align performance with client needs.  It’s a lot easier to talk with someone about their performance if you explain how it matters to clients, including internal clients. “Lisa, let’s talk about ABC Pros. They’re one of our most important clients, so we need to bump up our performance for them. What do you think are the top three ways we can do that?” Add your views and expectations to the discussion. Making clients the focus of the conversation reduces the likelihood that they’ll take it personally. It’s not about what you want, it’s about what the client expects. The same is true about aligning expectations with business strategy. It reminds the individual how they make an important contribution. Connecting to their personal goals can make it even more powerful.
  • Map accountability to your team members’ professional development goals.  This is one of those areas where the art of conversation matters a great deal. Accountability can – and should – be framed up as an exercise in helping your employee meet both their business and development goals. “Mike, we talked last month about your interest in learning how to do more complex data analysis. Let’s look at what you’ve done on this project to see what you’re doing well, and where you can make adjustments that would aid in your development.” This can lead to a constructive discussion about the project goals and parameters you discussed with him earlier.
  • Make accountability a two-way street.  Good leaders know that trust and a sense of fairness are critical to developing a productive working relationship with others, regardless of their role. One of the most effective ways to do that is for you to be accountable to your team members as well. This could mean making time to meet with them on a regular basis, helping them overcome resource issues or other organizational barriers, or following up on your development commitments. When you’re trying to establish their accountability include what commitments you are making to support them. “Alisha, what can I do to make this easier for you to accomplish?” Or “What have I done that’s helped you on this project?  What’s not been helpful? What else can I do?”
All three of these elements of accountability were important before the great resignation. The stakes are higher now, so doing these things well will pay even greater dividends.

Why Going Back to The Office Might Not Be Such a Bad Idea After All

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Let’s face it – the world of work is unlikely to ever be the same again. Most companies that have been remote over the last two years are unlikely to ever require 100% office attendance of all their employees. And that’s a good thing.

No two employees are exactly alike.  They have differing capabilities for working productively at home, and different work-life balance needs. Companies are recognizing that one size doesn’t fit all. The best companies will find ways to accommodate the best talent. And every company will make decisions about how flexible they want to be. Likewise, every person will make decisions about which organization is the best fit for them.

Even with this increased flexibility, there are benefits to going into the office … at least a couple of days per week:

  • Your career – good companies will work to create a culture where your work location doesn’t dictate opportunities. All other things being equal, there will still be an unspoken bias that favors those who come to the workplace more often than their peers. For most executives and managers, this won’t be consciously planned. It’s just human nature.  People give opportunity to those they trust the most. And trust is built through relationships. Relationships that include face-to-face time are typically built more quickly and deeply. Grabbing lunch, a chance meeting walking down the hall, or popping into their office for a quick chat. That VP who just hired you? You’re sitting in her office and notice that picture off to the side with her golfing friends and begin a discussion about your favorite courses in the area. Those are meaningful ways that people develop closer personal ties. And they happen more effortlessly and more deeply face-to-face.
  • Your sanity – some people don’t miss going to work one bit. Maybe it’s the commute. Or you’re a complete introvert and don’t need or want social connection as much as the next guy. It could be you’ve just gotten used to the convenience of crawling out of bed, pouring yourself a cup of coffee, and firing up the laptop. Most people, however, need social interaction to maintain their mental health. Covid has been difficult for all of us for numerous reasons and social isolation is a big part of it. Even if you have a bunch of friends that you’ve been able to stay close to for the last two years, being at work provides a greater variety and number of interactions – both of which are healthier for most people. And sometimes we just need to get away from our home because there are distractions that we need a break from. For some people, there are times when “quiet time” to reflect and get things done is more doable at the office than at home.
  • Your options– being at work at least part-time opens up options that aren’t as easily available if you work from home full-time. Here is a partial list of things that are often done more easily, effectively, or enjoyably from the office:
      • Collaborating on the fly
      • Improving your health as you get up and move around. (It takes many more steps to go grab a coffee or lunch at the office than going to your kitchen.)
      • Work / life balance: the kind where work ends when you walk out the door, not when you finally eat dinner or go to bed
      • Networking before, during or after work
      • Developing a new set of daytime acquaintances that aren’t tied to family and “weekend friends,” which promotes mental health
      • Shopping for the perfect gift at that cool store around the corner
      • Celebrating team and individual successes, holidays and birthdays, and important milestones like promotions and retirements

There is no question that returning to work will also be difficult for many people, and that’s to be expected. It was a big change when you abruptly started staying home and it will be a big change if and when you go back to the office, even if only for a day or two per week. There are steps you can take to help yourself prepare and adjust once you’re back. And make no mistake, your attitude toward going back will impact how hard it is for you to return.

No one is better at gauging how to best meet your personal and professional needs than you are. And that’s why taking a second look at what you’ve gained… and lost… over the last two Covid years might lead you to a more nuanced view of the benefits of going back to the office at least part time. Even if it’s not your choice, appreciating the silver lining is good for your mental health and probably your career.

The Two Keys to Better Results in 2021

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In these first few weeks of 2021 one thing is abundantly clear – change, disruption and challenge are going to be with us for the foreseeable future. It’s time to move beyond survival mode and figure out how to thrive. Simplicity and focus are key. The organizations and teams that create sustained alignment, keep engagement high and outperform their competition will start 2021 answering two questions:

What is our North Star?
How will we create and maintain strategic clarity?

Without a clear purpose and understanding of what continues to be important in a rapidly changing environment, work becomes fractured, misaligned and frustrating. Recently, McKinsey examined how 30 top companies are preparing for the future. 83% are taking bold moves around their purpose, their North Star. Research by LSA Global shows that strategic clarity accounts for 31% of the difference between high and low performance in terms of revenue growth, profitability, customer loyalty, leadership effectiveness and employee engagement. Research also tells us that finding meaning – having purpose, a North Star – is a universal intrinsic motivator.

Answering “What Is Our North Star?” Provides Clear Purpose

For centuries, travelers have navigated by the North Star. No matter the circumstance, it was a constant in the night sky. It is the answer to the questions, “why do we exist?  What is our purpose?” With today’s unpredictability and the need for agility, your North Star defines the constant core that will drive strategy, priorities and decisions. Without a North Star, agility becomes chaos. Decision-making and priority setting are reactive, siloed and lack alignment.
Defining the North Star should start with the executive team but not end there. Share the definition. Ask what resonates and what’s missing. Create a short statement that is understandable, memorable and defines the essence of why the organization exists. If the statement sounds something like “to increase shareholder value,” keep asking “is that really the core of who we are? Is our purpose larger than that?” Test how simple and memorable it is. After broad and intentional communication, ask 10 random people what the North Star is. If it’s not consistent, you have more work to do.

Strategic Clarity Provides the Map

Strategic clarity follows from strategic simplicity. Donald Sull, a global authority on strategy execution, recommends three questions that create simplicity and actionable clarity  out of complex strategies.
  • What are your critical business drivers?
  • What are the 3-5 challenges we need to overcome to succeed in 2021?
  • What are our must-win battles?
I add one more question that I believe is essential in today’s environment:
  • How will we keep ahead of or quickly be responsive to changes that occur?

Answering the first three questions brings clarity to targets and daily choices. Why did we choose these targets and those activities? For example, why is our target 3 % growth instead of 5% growth? Why are we focused on digital transformation? Sure, it’s to stay competitive; but specifically, HOW will it help your organization? What business strategies will it support? Can everyone in the organization explain strategy and how it manifests in their function, and in their role? If not, some of your people may be rowing in the wrong direction.

The final question recognizes that change will remain constant and that as we address the challenges and must-win battles, tactics may need to be altered or changed completely. It tells people we recognize that change will occur and leveraging it (instead of fearing it) is how we succeed.
In 2021 we’ll have our next new normal. My prediction is that many people will still feel like their organization’s goals have little connection to their work because things have shifted… again.
By having a North Star and simplifying your strategy to create clarity, your team will be better aligned and more engaged.

How is Your Ballast?

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For Boston, the connection to the sea is inseparable from its history. The early economy was largely dependent on the captains who sailed the ocean and the materials they brought on their return. On journeys that took months, ships would invariably hit rough seas. To counteract being tossed about in the ocean, ships were loaded with ballast – often heavy stones, that were added to the hull to create greater stability.

Today’s business challenges can feel like those rough seas. And, as leaders we may need to provide ourselves and our teams with some ballast so that we push into the waves without capsizing. We also need to be aware of when it’s time to reduce our ballast so that we can skim along at a faster clip.

Manage your ballast effectively by:

Knowing your true north. Where are you going? Where is the organization going? What is the alignment? Answers to these questions will center you and provide a sense of stability because you know who you are.

Reminding yourself that you are resilient. We’ve all faced strong winds and rough seas before. And here we are on the other shore. What skills, capabilities and attitudes helped you? Would they be helpful now? Most likely at least some of them are applicable in the current situation. Keep them on the ship.

Questioning your assumptions. We all make assumptions about how something will work or what will be effective. Those assumptions can be outdated and not valid, or even more important, valuable anymore. Push back on those assumptions. Question their value in current situations. Before you hold onto them, test that they are still valid. If not, get rid of them and replace them with insights and information that will allow you to move along with the waves rather than fight them.

Making sure it’s balanced. If ballast is not balanced, it’s very difficult to steer the ship. It can pull you too much in one direction or the other. Your ballast needs to help you stay on course but remain agile enough to change and adapt. When innovation and change are required, if all your ballast is keeping you aligned to how we do things now, you’ll soon be off course.

Right now, take a quick assessment of your personal ballast. Are you managing it or is it managing it or is it managing you?

Bounce Back!

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Resilience: The ability to recover quickly from difficulties; toughness

Resilience is key to the short and long-term success of our careers. Over the course of time, we are thrown curveballs that require us to bounce back and show our toughness. Here are 4 ideas for building resilience for yourself and your team:

  • Frame the Situation.  When a situation turns out badly or something negative impacts you, how do you think about it? Is it a blame game? Do you kick yourself for “doing something stupid?” Stop. In every situation multiple elements impact the outcome. While it’s important to consider your own role, look at the various other players and their roles in the setback. Don’t look at them to place blame, but to learn.
  • Ask Questions to Find Understanding.  After assessing what role various people or institutions or situations played, follow up with questions for yourself. What was controllable? What wasn’t? What lessons can I learn? What could be different next time?
  • Take Time. Sometimes, the curveball has some pretty significant impact. Be sure to set aside some time to work through the emotions. Unpack them, label them, and try to understand them.
  • Be Expansive. Resilient people mark the ending of any setback by moving forward. They acknowledge and attend to their feelings, but don’t wallow in self-pity or self-blame. They put what happened in it’s place and take steps to make new things happen. When one door closes, they open others.

If you think about a difficult experience as an opportunity instead of an obstacle you’re more likely to grow from the experience and more likely to bounce back quickly.

Here’s to resilience in a turbulent world!

Pushing Through the Fears that Hold You Back

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I came across a great quote yesterday:

“ When you commit, when you really put yourself forward and push through that fear, even though you can’t see through to the other side because it seems so overwhelming, things start to open up for you.” — Matt Pohlson, co-founder of Omaze

It’s part of a short video on Inc.com about dealing with fear. He shares his own experience of getting his MBA, turning down a lucrative offer from McKinsey, jumping into the unknown and starting his company.

The quote really struck me because I think we all get caught up in the fear of what’s on the other side. We get comfortable. Even if we don’t think what’s going on right now is the best, it’s what we know. When faced with the potential of a new situation, we often fill in the blanks with the downsides. We feel like we’ve had a level of success to this point so why mess with a good thing. Or we just don’t think of ourselves as risk takers.

Pohlson noted that we look at people like Steve Jobs, Mark Zuckerberg or Elon Musk and think of them as fearless innovators. Truth is, every game changer has fear. How do they – and how can you—push through it?

Four Steps

Here are four steps to help you deal with the fears that are holding you back:

1. Recognize the emotion. Fear is an emotion just like happiness, anger, frustration, or joy. Stop, breathe and recognize when you are feeling it.

2. Label the emotion. You have more control over an emotion if you can label it. When you label it, you’ve created a frame of reference to work with.

3. Own the emotion. Too often, we try to suppress negative emotions which allows them to have greater impact on us later. Instead, own the emotion. Tell yourself you are afraid and that it is a natural, normal feeling or emotion.

4. Decide how to move forward. Now that you’ve recognized it, labeled it and owned it, you have more control over what to do with that fear. You can put it in a place just like you would other emotions. You can control what you are going to do. As Pohlson, says, now you have the option to push through it and see what’s on the other side. You can reframe it and see the opportunity rather than the loss. You can decide that, the risk is too much for you, and you need to take a different route. Rather than allowing the fear to make the decision for you, the decision is up to you.

These techniques work whether you’re dealing with your reaction to a major organizational change, a personal life event, or a one-off challenge like giving a big speech in front of a new audience. Give it a try. I think you’ll be pleasantly surprised at how well it can work.