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Crack The Behavior Code

Create Peak Performance In 20 Minutes

Christine is known for creating strategies that are responsible for hundreds of billions of dollars in new revenue and company value. Imagine if she was able to sit down with you and SHARE all of her knowledge and insigh
9/17/2020

The Art of Showing Up

Season 3, Ep. 2
The Art Of Showing Up: How To Own Your Leadership Role And The Authority It BringsSue, CMO at a Midwest insurance company, receives a litany of excuses from her VP Marketing when deadlines are missed. And he continues to miss them.Dan, VP Sales at a Silicon Valley software company, runs ragged tracking the performance of his sales people and cajoling them into using the CRM. He often donates time from his own assistant to do the sales people’s CRM data entry.Karen, VP Talent at an East coast professional services firm, has frequent challenges with one of the firm’s top consultants. He changes agreements constantly, says he doesn’t remember promises made, and even bullies her and her team.What do all these leaders have in common?They’re not owning their role and the power and authority it brings. They’re not standing in their energetic weight. They're being "inappropriately small" and letting their direct reports become "inappropriately big" by default. Nature abhors a vacuum. If you don't stand in your energetic weight either someone else will, or if you're the leader, anarchy will result.The Art Of Showing Up: Standing In Your Role And Its WeightEnergetic weight is the energy, the power, the authority that comes with a given role. Now the role has it, sure, but does the individual with that role choose to use it? Standing in one’s energetic weight is about standing up for what you believe is right, it’s about doing the right thing, it’s about treating others with respect and also drawing the line when others are not honoring who you are and what your role represents.Too many leaders, in an attempt to “be nice,” to fit in, to be popular miss the opportunity to stand in their energetic weight. Then they wonder why they are mired in low value activities, when their team doesn't perform, when it’s hard to just get things done through other people.Think of energetic weight like a mantle you wear, or even a crown. When you accept the responsibility of a given role, you “take on” or wear an energetic mantle of sorts. You agree to hold yourself to a higher standard than your prior role perhaps, because this new role may convey more authority, carry more responsibility (financial, larger team, etc.). This does require you to ensure your team honors your "weight".A while back one of our junior team members made a mistake. It was a big one, and she didn't have the capacity to clean it up. So her leader had to dive in to fix things at a level she shouldn't have had to work at. This reduced the leader's energetic weight. Next, since the leader's weight had been reduced and she was now doing more Low Value Activities than she should've had to, this impacted her leader. Which is me. So now my energetic weight was reduced because I wasn't getting the support I need. Make sure your direct reports and their direct reports understand energetic weight!What’s Your Weight?Here’s a quick quiz to provide some insight into your energetic weight. Answer Yes or No to each:1. I spend 70% or more of my time on High Value Activities.2. I hold others accountable to their commitments even if they go into victim or persecutor behavior and try to make me “the bad guy.”3. My team knows what is expected of them and they come forth when they drop the ball—rarely do I have to mention it.4. My peers know what to expect in our interactions, what’s OK and what’s not, and where the line is that they shouldn’t cross.5. My supervisor/boss/leader wouldn’t dream of delegating work to me that could be given to someone more junior.6. My team wouldn’t dream of bouncing delegated work back to me, their leader.7. I am known as fair, direct, collaborative and a straight shooter. This is why people trust me—I don’t play games, I give others credit when due, and continuously elevate and cultivate others.8. I see my role as a privilege and not an entitlement. I am here to serve my company’s mission, fulfill its vision, and honor its values, and make a positive contribution to its clients, partners, and team.9. I complete the work I am able to complete that is appropriate for my role and the amount of time I dedicate to work. I don’t self-sacrifice and work excessive hours--that would reduce my work quality and also mean I either am not delegating enough or am taking on more work than is healthy or appropriate.10. I am OK with conflict and stress. If I disagree with something I say so, in a respectful way, with the reasons why. If others try to shoot down my ideas I get curious and find out what I may have missed. If under stress I stay calm and move through it. We’re all works in progress and that’s OK. We’ll get through this together.If you have:0-3 Yes Answers: It’s time to get a coach or work solo on building your energetic weight. Start to uncover the stories you’re telling yourself about being seen, having power, claiming your rightful place. It may be time to rewrite them.4-6 Yes Answers: You’re on your way. Hone your skills, expand your heart, ground your energy into the earth and be the glorious human being you are. Now comes the best part: You get to help others understand this too.7+ Yes Answers: Optimization is your adventure now. Let’s see how mentally clear, how inwardly still, how authentic and transparent you can be. It will be of great benefit to those you have the great good fortune to work with.So what happened to the three leaders I mentioned earlier?Once I coached them in their energetic weight and they began to stand in it, the results were fantastic.Sue no longer receives a litany of excuses from her VP Marketing when deadlines are missed. Because he doesn’t miss them. He understands now that this isn’t OK.Dan no longer runs ragged tracking the performance of his sales people and cajoling them into using the CRM. They now understand that if they don’t enter the CRM data timely, they can find a job elsewhere. And his assistant now has time to implement cool sales contests to increase revenue.Karen let the consultant prima donna go. Her team is much happier now.How is your energetic weight? Where would you like to grow?Show Notes:Energetic Weight and Say What You Mean infographicERA Assessment: http://smarttribesinstitute.com/eraPodcast Episode - Emotions Have Energyhttps://shows.acast.com/crack-the-behavior-code/episodes/emotions-have-energyHVA/LVA tutorial
9/10/2020

The Neuroscience of Motivation: Why We Do What We Do

Season 3, Ep. 1
The Neuroscience of Motivation: Why We Do What We DoWhat creates passion, loyalty, drive, peak performance and even love for one’s organization?Motivation.And what creates motivation?Well, it’s not a quick answer. In this podcast, you’ll learnhow to unpack the motivators beneath human behavior, to understand why we do what we do, andhowto offer alternative behaviors thatfeel even betterthan the behaviors a person is currently choosing.Before we get into tools, here’s a quick refresher on emotional intelligence. This is key because most people could use some work on one--or both--of the below paths.For example, if a person isn’t veryself-awaretheymay notbe receptive to participating in using the below tools—you’ll need to use them on your own, then over time invite them in. If a person isn’t very socially aware, they may struggle with reading social cues or may be too wrapped up in their own experience to notice the impact their behavior has on others. So again, you’ll use the below tools on your owninitially.But first, let’s look at some research.What Kills MotivationRichard Clark of USC Center for Cognitive Thinkingrecently did someresearchon motivation. Here’s a high level of his findings, andI’ll help you implement them with our brain-based tools.The net-net is people lose motivation when they fall into what Clark callsmotivation traps. The 4 motivation traps are:1) Values Mismatch:“I don’t care enough to do this”–if the project isn’t tied to something that thepersonvalues, they won’t be motivated to do it. Key is to find out what they value (hopefully your projects can be tied to your organization’semotionally engagingcorevaluesthateveryone is inspired by!), ensure the project is interesting,help them expand their identity via the projectand check in on what they are believing about it.Humans experience changein the above 6 “levels”.Might yourEnvironmentbe affecting their motivation? It is conducive to collaboration and communication, as well as bonding and connection? How are theBehaviorsof others: are they helpful, supportive,goal-oriented? Do they have theCapabilities, theskills, and tools they need? I’ll jumpnexttoCore, because if the organization’s purpose isn’tcompellingyou’ll want to tune it up. In my coaching work, I’ve helped hundreds of organizations create an emotionally engaging mission/purpose and vision in even the most challenging industries.IdentityandBeliefsare deeply connected toCore.2) Lack of Self-Efficacy:“I don’t think I’m able to do this”–If an employee doesn’t feel they have the capability (either skill set or available time) they will lose motivation. Often confidence is the key factor here, and clarity on the project will help a lot. With a clear spec as to what success will look like, what resources the person has access to,who they can get mentoring/have check-ins with, you canoften move past this de-motivator. Also making prioritiesand energy allocationclear with aHigh Value/Low-Valueprocess will help a great deal.These tools will help:HVA (High Value Activities) = tasks you are energized by, tap into your strengths, may bechallenging but feel good to do, are how you add the most leverage to the companyLVA (Low Value Activities) = tasks you know you should ditch, delegate, defer as they don’t bring great value to your organization (and they are draining, boring, something you’re not good at)or tasks you must do but need to move through them effectivelyNotice the total for both columns equals 100% (this represents their time at work).Then help the person to prioritize or ditch, delegate, defer or reframe tasks/projects to get them re-motivated.Next, you may have some identity work to do.Again, go back to the Logical Levels graphic and note in our bookPower Your Tribewe unpack identity ingreat detail. See number 4 below for another tool to help here.3) Disruptive Emotions:“I’m too upset to do this”–This is whereemotional resiliencecomes in.Since humans arehighly emotional beings it’s essential that we all become more awareofour own and the emotions of others.If someone is snared by anxiety or depressionor even good old fight/flight/freeze, it’s essential that we use these tools:Emotion Wheel– find out how they’re feelingMeta Model– ask “what specifically is [the emotion they named] about this?”Outcome Frame– and now ask them what they’d like, and if a lengthy Outcome Frame is inappropriateor would take too long (you’ll need 15 mins), do somequickReframing.The goal is to help the person get back into theirSmartStateso they have more behavioral choice and emotional resilience.4) Attribution Errors:“I don’t know what went wrong with this”–When something goes wrong and we can’t figure out why it’s deeply unsettling.This is where Quarterly or Monthly Business Reviews, project post mortems,andfeedbackhelp us understand the people, process, tools challenges that may have occurred.Alsowhen we feel we can’t complete a task or succeed, due to an outside force. This is when it’s key to unpack what the person is believing (there we go again with beliefs!) sowe can help the person get back in motion. I find attribution errors often are connected toOrganismic Rights.Here’s a quick summary:We all have 5 basic rights as human beings:1-The Right to Exist2-The Right to Have Needs3-The Right to Take Action4-The Right to Have Consequences for Our Actions5-The Right to Love and Be LovedFor an infographic on Org Rights, see theSTI Organismic Rights graphic in the show notes., I also did a podcast on this topic.Once we understand which Organismic Right(s)the person is struggling with, we can help them increase it to build more confidence in themselves, to feel better, to have more self-awareness and self-compassion.The Net-Net:Clarkfound there are 4 “Motivation Traps” in the workplaceThe great news is there are brain-based tools that will help you and your team get out of these trapsUse the above tools to re-boot motivation for yourself and othersKey to helping someone exit these traps is to understand their emotional experience and beliefsWhat will you do to motivate someone today?
8/13/2020

Season 2 Highlights

Season 2, Ep. 20
Whether you're new to the show, or you've been with us all along, we wanted to take a moment to review just a few of this season's big takeaways:--------------EQ = money, according to Drs. Travis Bradberry and Jean Greaves (see resources below).“The link between EQ and earnings is so direct that every point increase in EQ equals $1,300 to an annual salary. If that’s not enough, EQ accounts for 58% of performance in all types of jobs”.Here’s how to start becoming more emotionally intelligent:1. Figure out what you’re feeling.It’s essential to be in tune with your emotions—this is Self-Awareness. 2. Take a breather.Holding off on sending a nasty-gram until you cool down is Self-Management. 3. Consider the recipient.While you are practicing #1 or #2 above, consider what the recipient might feel upon receiving your communication. This is Social Awareness.4. Focus on the outcome.What is the outcome you’d actually like to achieve? How would you like to make someone feel in order to empower them and move the ball forward? It’s time to craft a message that will get the result you want and make the person feel powerful, effective, enrolled, engaged, whatever positive emotion you want. This is Relationship Management.--------------Disconnectionpossiblyfromyourself,fromothers,your purpose,your place in the grand scheme of things, and evenyour relationship with nature. Today we see increasing chaos, distrust, aggressiveness, and many other behavioral challenges in our world due to disconnectioncaused by excessive stress.3 WaysToCure Stress-Based IsolationCome Together.Practice Compassion.Manage Your Energy During Change and Stress.--------------In every communication, in every conflict, we are subconsciously either reinforcingor beggingfor safety, belonging, mattering or a combination.As a leader, and as a human, you must identify whether it is safety and or belonging and or mattering that is most important to the people in your life… and then doeverythingyou can to satisfy that subterranean subconscious need.Safety + belonging + mattering = TRUST.How do you boost the experience of safety, belonging, mattering within your company? Do what my super successful clients do--deliver safety, belonging, mattering through your behavior and communication. Here are behavior examples:Engaging Mission, Vision, Values – draws people together for a greater cause, helps us see where we’re headed together, sets our “code of conduct” as a tribeIndividual Development Plans – shows how we matter and belong here, how our company sees us as a long term investment (we’re safe)Cultural Rituals: Rock Star, High Fives, Shout Outs, Public Appreciation – reinforces mattering and tribal customs (safety, belonging)Transparency: Accountability Structures, Open Communication, Fairness – we’re safe, belong, matter since we know where the performance “bar” is and how to jump over it--------------Here’s the counterintuitive secret of developing more executive presence: Focus, it’s that simple. You know what’s great about this secret? It’s skill based. And that means anyone can learn it. The first step - seek first to understand.Clarity of purpose is the embodied state that allows you to effectively stay in inquiry mode and be present. Clarity of purpose is the most effective criteria for deciding what is an HVA and what is an LVA. Clarity of purpose creates focus, and focus creates executive presence.Go to it!--------------Some Resources Mentioned This Season:EQ Research:https://www.talentsmart.com/about/emotional-intelligence.phpEmotion Wheel:https://smarttribesinstitute.com/emotion-wheel/Stress, Change, Isolation infographic:https://smarttribesinstitute.com/stress-change-isolation/SBM Decoder Infographic:https://smarttribesinstitute.com/sbm-decoder/STI Maslow pyramid: https://www.dropbox.com/s/5lmh2lrfh2ezzgw/STI%20Maslow.jpg?dl=0STI Feedback Frame Infographic:https://smarttribesinstitute.com/the-feedback-frame/HVA/LVA Tutorial: https://www.dropbox.com/s/l8vf7300q09vhi9/HVA%20and%20LVA%20Tutorial.pdf?dl=015 Phrases That Make Leaders Look Weak infographic:https://smarttribesinstitute.com/15-phrases-that-make-leaders-look-weak/Energetic Weight infographic:https://smarttribesinstitute.com/energetic-weight/--------------You’re busy growing. Let’s have astrategy sessionwhen it makes sense, which means you are…·Committedto getting better results and finding out how awesome your performance can truly be· Ready to make this apriorityand get started in the next few months· Allocatingbudgetto improving the leadership, culture and results of you and your company· Able to make the decision to move forward (or can convince the person who can)Ready? Great! Pleasefill out the form here. If not, check outour resources andsubscribeto receive news and more tools as they become available, and we’ll work together when the time is right.
8/6/2020

How Humans Experience The World

Season 2, Ep. 19
What makes us who we are? What drives our behavior? These questions are key when we want to change a repeated and ineffective behavior pattern in either ourselves or in someone we care about.Since behavior is driven by beliefs and identity, how do we change--or upgrade--both?As a neuroscience-based executive coach I’ve invested 30 years of my life studying this, and helping leaders at all levels to modify their behavior in order to get what they want, grow their businesses, have happier more productive teams and more fulfilling lives.How do you understand your experiences?First, we need to understand how humans have experiences, and how human experience is structured. Here’s how it works:What we call “thinking” is actually a series of pictures, sounds, and feelings that go by at light speed in our brains and create meaning.We see the world around us as we experience it and then we internally store these pictures, or images, to craft our experience. Think of your favorite place in your home. Chances are good you just called up a picture. We’ll call these Visuals, or Vs, in neuro-shorthand. Sometimes our brain distorts the stored picture (V) to give it a different meaning. Maybe we don’t want the intensity of a stored picture so we store it in black and white rather than color, or our brain wants to scare us from repeating a dangerous situation so we store it in lurid color.Additionally when we have or recall an experience our brains hear sounds, which can be tones or words and can be either outside of ourselves (existing in the environment) or inside of ourselves (talking to ourselves, hearing an old soundtrack…). Think of the last time you made a mistake and internally said “I can’t believe I did that! Sheesh!” That’s an internal soundtrack. Think of the sound of a rotary phone ringing, that’s a tonal memory. We’ll call these sounds Auditory input, or As, in neuro-shorthand.The visual and auditory experiences lead to feelings, or kinesthetic (Ks in neuro-shorthand) responses. From these Vs, As, and the generated Ks, we make meaning about the world, other people, situations and about ourselves. The decisions we make about these experiences formulate beliefs. Beliefs about ourselves are called identity.How Does Behavior Happen?Our beliefs about the world, others, situations and ourselves drive our behavior.Let’s say you walk into a conference room you’ve never been in before to do a high stakes presentation, and the phone on the table rings. Your brain already probably has conference room pictures and you instantly associate that ring tone (trigger) with a stored picture of another conference room (different time, different place) where you totally rocked a presentation and your boss happened to call midway through (the ring tone) and was thrilled to hear about it. The external trigger (hearing the telephone in the conference room) created a whole series of stored internal Vs and As that lead to a whopping great positive K and the belief “My boss is awesome! I am awesome too!” So you’ve never been in that room before, and you were a little nervous, but all you know is now you feel great and you really like that phone.The sound of the telephone in that setting is an “anchor” for you to experience confidence and create positive meaning for yourself.Vs (image of phone in conference room) + As (ring tone) = Ks (confidence)Leads to -> Beliefs (“My boss is awesome!”) -> Identity (“I am awesome” is a belief about self so leads to an overall confident and competent professional identity.)What makes this really interesting is that we can create those reference experiences and associate them with something (anchor them to something—a space, a sound, a touch…) and create the meaning we would like to create.Cool huh?Why Do We Repeat Behaviors--Both Bad and Good?Every day, all day, we are having experiences, creating meaning and forming new or reinforcing old beliefs, forging a new or reinforcing our current identity. And we are doing this with the people in our lives too.Let’s experience this. In a moment I want you to close your eyes and recall a positive memory, a time when you had a positive experience. Do this now, and open your eyes when the experience is super clear…In your positive memory what did you see? Hear (outside or inside yourself—like yourself saying “This is awesome!”)? Feel? What did you decide (believe) about the world/others/situation? What did you decide about yourself (your identity--beliefs about yourself)?Example: perhaps you recalled a recent team meeting:In it you saw [Vs] everyone gathered around the table, excited, alert, ready to roll.You heard people [As] making suggestions, brainstorming, making commitments. Inside you said “this is great—I love meetings like this. We’re making progress.”You felt [Ks] powerful, optimistic, positive.You believed these are the right people in the right roles.Your identity that you were successful, you were a good leader, you were adding value was reinforced.Note that the Behavior can also start first—for example an external trigger (flame email, etc.) happens then you launch into a behavior routine (getting irritated OR choosing to feel compassion for the angry person) and a reward follows (feeling self-righteous OR feeling proud of your ability to not get sucked into their anger).For the next week please start to notice what associations you have with places and people. What feelings (Ks) do you get from certain sounds (As) and certain visuals (Vs). What meaning do you make from the experience of the resulting positive or negative feeling (K+ or K-) and what does that cause you to do?Resources Mentioned:VAK Anchoring Infographic: https://smarttribesinstitute.com/vak-anchoring/
7/30/2020

The 3 Things All Humans Crave--And How To Motivate Anyone, Anytime, Anywhere

Season 2, Ep. 18
Maslow was right.As you probably know, once we have food and shelter, but before we can seek self-actualization—the Smart State—we must feel safety, belonging and mattering. Without these three essential keys a person cannot get in their Smart State—they cannot perform, innovate, feel emotionally engaged, agree, move forward.What Do You Crave?Safety, belonging, and mattering are essential to your brain and your ability to perform at work, at home, and in life overall. The greater the feeling of safety, both emotional and physical so we can take risks; the greater the feeling of connection with others, or the feeling that we’re in this together and we belong together; the greater the feeling that we personally matter and make a difference and are contributing to the greater good; then the greater the success of the company, the relationship, the family, the team, the individual.In every communication, in every conflict, we are subconsciously either reinforcing or begging for safety, belonging, mattering or a combination.It’s neurological… it’s primal… there is nothing you can do to override or change this subterranean subconscious programming as much as you may try.Safety means creating an environment where we can take risks and stretch and grow. Is it safe to take risks at your company?Belonging means creating an environment where we all feel like a tight-knit tribe, we’re all equal and we’re rowing in the same direction to reach our goals. Think about gangs—where people will literally kill to stay in the tribe. That’s how powerful this stuff is.Mattering means each of us contributes individually in a unique way. We all make a difference. We’re appreciated and publicly acknowledged. Does your company culture work this way?As a leader, and as a human, you must identify whether it is safety and or belonging and or mattering that is most important to the people in your life… and then do everything you can to satisfy that subterranean subconscious need.Safety + belonging + mattering = TRUST.This means leaders must behave in ways that make employees feel that they are safe, that they belong, and that they matter. Doing so will help shift them out of their fear-driven Critter State (where all decisions are based on what they perceive will help them survive) and into their Smart State (where they can innovate, collaborate, feel emotionally engaged, and move the company forward).This isn’t just true of employees. It’s true of clients, associates, spouses, friends, children. At our emotional core, we all want safety, belonging and mattering. To influence anyone, we must influence emotionally.The art (and science) of influence is more complex than can be fully explained here. However, I can share a few insights that may help you better open people up to their Smart State.How can you get it?How do you boost the experience of safety, belonging, mattering within your company? Do what my super successful clients do--deliver safety, belonging, mattering through your behavior and communication. Here are behavior examples:Engaging Mission, Vision, Values – draws people together for a greater cause, helps us see where we’re headed together, sets our “code of conduct” as a tribeIndividual Development Plans – shows how we matter and belong here, how our company sees us as a long term investment (we’re safe)Cultural Rituals: Rock Star, High Fives, Shout Outs, Public Appreciation – reinforces mattering and tribal customs (safety, belonging)Transparency: Accountability Structures, Open Communication, Fairness – we’re safe, belong, matter since we know where the performance “bar” is and how to jump over itHere are communication examples. These are especially helpful when a person is in their Critter State and we want to help them feel safe enough to shift out of it. For this we use three influencing phrases:1. “What if”: When you use this preface to an idea/suggestion, you remove ego and reduce emotion. You’re curious—not forcing a position, but scratching your head and pondering. This enables someone to brainstorm more easily with you.2. “I need your help”: We call this a dom-sub swap, because when the dominant person uses it, they are enrolling the subordinate person and asking them to rise up and swap roles. This is an especially effective phrase when you want a person to change their behavior or take on more responsibility.3. “Would it be helpful if”: When someone is stuck in their Critter State and spinning or unable to move forward, offering up a solution will help them see a possible course of action or positive outcome.Do you see how all three reinforce safety, belonging, mattering?Every employee, every family member, can be happier and more effective if you simply identify which of these three needs are programmed into their subconscious so powerfully that they literally crave them. Which do you crave? Which do the most important people in your life crave?Resources Mentioned:SBM Decoder Infographic: https://smarttribesinstitute.com/sbm-decoder/STI Maslow pyramid: https://www.dropbox.com/s/5lmh2lrfh2ezzgw/STI%20Maslow.jpg?dl=0STI Feedback Frame Infographic: https://smarttribesinstitute.com/the-feedback-frame/
7/23/2020

The Secret Behind Executive Presence

Season 2, Ep. 17
Here’s the counterintuitive secret of developing more executive presence. Stop worrying about how you are perceived. Take the focus off yourself, your image and put it on what’s important in that moment. Focus. Increase your ability to listen, to really be with who you’re with (no matter what) and to get on their map. Increase your sense of purpose and use it to keep your High Value-added Activities (HVAs) prioritized.Focus, it’s that simple. You know what’s great about this secret? It’s skill based. And that means anyone can learn it. The first step - seek first to understand.Think about being with the worst teacher you ever had. Most likely they stood at the front of the room and lectured. One of the worst teachers I had used to spend the class time writing her outline notes on the blackboard and reading them as she wrote in a monotone voice. Seriously. She spent the entire class with her back to us. Influential? I think not. Unless you count having the class learn to hate history.Now think of the best teacher you had. Chances are they engaged you in the subject. They asked you questions and made you think. One of my best high school teachers used to act out passages from the novels we were reading and engaged us in his mini-dramas. He risked looking like an idiot and ended up looking like a genius. We all vied to participate in his class and students who hadn’t liked English Literature before that year suddenly blossomed into literati.Who had more executive presence, your worst teacher or your best?I’m guessing it was the best teacher. Executive presence is not a term I would normally ascribe to teachers, but a teacher who does seriously dorky things to get their students fired up about a topic is going to be exuding purpose and passion. Their focus is on their students, calibrating their learning and understanding by the questions they ask. The worst teachers are too afraid of how they’ll appear to do anything risky. They focus on their own need to feel smart and they focus on their own content output rather than how the information is received and where the student is.The principle is the same in leading a business.The key is to getting on other people’s maps. It turns out that taking the time to listen and build rapport by meeting people where they are is the most influential thing you can do.Your executive presence will increase dramatically when you focus on staying in inquiry mode even, or especially, when you think you know the answer. And no leading questions either, stay curious.How Can You Start Leading On Purpose?Who do you know that’s on fire? Who do you know that really embodies your ideal of leadership?What do they stand for? I’ll bet you know immediately or can take a pretty accurate guess.Prioritizing is a lot easier when you know what you stand for and are excited about your purpose. It’s easier to delegate when you know that you’re freeing your time for something that only you can do, your High Value-added Activities (HVAs). It’s easier to delegate also when you’re clear on the HVAs of your team. Remember, your Low Value-added Activity (LVA) is someone else’s HVA.What do you stand for?Where do you draw boundaries of what you will and will not do–how you spend your time and with whom?How does that contribute to fulfilling your organization’s mission, vision, and values?Take a few moments to really answer those questions.Clarity of purpose is the embodied state that allows you to effectively stay in inquiry mode and be present. Clarity of purpose is the most effective criteria for deciding what is an HVA and what is an LVA. Clarity of purpose creates focus, and focus creates executive presence.Go to it!Resources Mentioned:HVA/LVA Tutorial: https://www.dropbox.com/s/l8vf7300q09vhi9/HVA%20and%20LVA%20Tutorial.pdf?dl=015 Phrases That Make Leaders Look Weak infographic: https://smarttribesinstitute.com/15-phrases-that-make-leaders-look-weak/Energetic Weight infographic: https://smarttribesinstitute.com/energetic-weight/