Over the weekend I called my mentor to vent about someone who was frustrating me. I expected advice about the situation. Instead she gave me a question that stopped me cold.
“The question isn’t why you are disturbed. The question is why you are disturbable.”
Leaders spend a lot of time analyzing what went wrong. Why the target was missed. Why the message landed poorly. Why the team reacted the way they did.
But often the deeper question is about our expectations. We had a picture in our head of how things were supposed to go and reality showed up differently. My mentor has another line about this that I love. Expectations are just resentments in the making.
In this week’s This Week in Culture, I wrote about why leaders who are difficult to disturb create stability around them and how this connects to the SHIFT model in Surrender to Lead.
Over the weekend I called my mentor to vent about someone who was frustrating me. I expected advice about the situation. Instead she gave me a question that stopped me cold.
“The question isn’t why you are disturbed. The question is why you are disturbable.”
Leaders spend a lot of time analyzing what went wrong. Why the target was missed. Why the message landed poorly. Why the team reacted the way they did.
But often the deeper question is about our expectations. We had a picture in our head of how things were supposed to go and reality showed up differently. My mentor has another line about this that I love. Expectations are just resentments in the making.
In this week’s This Week in Culture, I wrote about why leaders who are difficult to disturb create stability around them and how this connects to the SHIFT model in Surrender to Lead.
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