You can hear it all over the place…language that describes a manager’s responsibilities to develop their team members. While it’s as common as can be, it’s not true. It’s our final example in this series of where Taking Responsibility = Trouble for the manager. Watch this short video to learn more!
It feels really good being the Go-To. I mean, I love feeling important. You know what I’m talking about. How many teammates know that you’re super responsible? You’re the Go-To for them because you’re a high-performer they know they can depend on. How exactly does that turn into trouble? Several ways actually…check it out in Part 3 of Taking Responsibility = Trouble!
One of the things we respect so much about the leaders we work with, is how much they care about their team members. Whether internal team members, like direct reports, or external team members like contractors or customers, how your communication or actions impact them matters. Sometimes though, you might find yourself caring too much. Worrying about how they feel (or how they might feel) and basing important business decisions on that, is the 2nd example where your high performer behavior of taking responsibility has turned into trouble.
Taking responsibility is a “high performer” behavior, isn’t it?! Yes, it definitely is…until it isn’t. As you continue to advance to a bigger scope of responsibility and impact, taking responsibility turns into trouble. Here’s Part 1 of 4 in the series. Problem Solvers – this one’s for you!
In 20+ years of working with entrepreneurs and business leaders on their Behavioral Performance, shouldering all of the pressure and stress involved in running a business is one of the most common "high performer" behaviors that inevitably starts to cost more than payoff.
It’s easy to get frustrated with a situation, especially one that pops up again and again, and you decide to push it aside. You’re not sure what to do, so you stop working on it. If you were truly aware of the costs that you and the business were paying, you’d change your mindset.
Language is instrumental in how we are performing interpersonally as well as intrapersonally. It's not just the language that we're using with others. Most importantly, it's the language we're using with ourselves.
High performers usually have developed a high level of emotional endurance to make it through difficult situations. In this video, Cathy breaks down the real costs of this and where people can lean on this too much.
