Corporate CPR Episode 83: How To Have Staying Power

On today’s show we talk about how to have staying power.  Steven Gaffney is the founder, president, and CEO of the Steven Gaffney Company, a leading specialist in internal communication tactics that help manage and maintain change. He works with top executives and leaders in industry and government, helping organizations like NASA and Citigroup increase morale and productivity to collaborate and succeed in their goals. Steven is the author of six books, including Be a Change Champion: 10 Factors for Sustaining the Boom and Avoiding the Bust of Change. Key Takeaways:Unspoken Communication: Addressing the unsaid is crucial for improving communication and organizational dynamics. By encouraging open dialogue and addressing underlying issues, organizations can foster better understanding and collaboration among team members.Conditionally Powerful vs. Unconditionally Powerful: Being unconditionally powerful means focusing on what can be done to overcome challenges, regardless of existing conditions. It involves taking proactive actions and not letting external factors limit one's capabilities and potential for success.Awareness and Responsibility: Making individuals aware of their conditional mindset empowers them to take 100% responsibility for their actions and reactions. By recognizing the influence, they have over their own lives, individuals can proactively make changes and take control of their outcomes.Controlling the Self: The only thing individuals can truly control is themselves. By focusing on their own behavior and reactions, individuals can positively influence the dynamics around them and contribute to a more positive and productive environment.Quitting vs. Persevering: The decision to quit or persevere is personal, but claiming to have tried everything can limit potential growth. It is important to remain open to new possibilities, solutions, and experiences, even when faced with challenges, in order to continue progressing and achieving goals.Learning from experiences: Analyzing past successes and failures helps identify what works and what doesn't. By drawing lessons from experiences, individuals and organizations can improve their strategies and approaches in the future.Expanding the frame: Considering the bigger picture and ultimate goals when facing challenges allows for the exploration of new possibilities and alternative approaches. By broadening the perspective, individuals can find innovative solutions and make better decisions.Taking action and iterating: High-performing teams prioritize taking action and iterating quickly. They value progress over endless discussions, enabling them to test different approaches, gather feedback, and make adjustments for continuous improvement.Motivation through speed: Taking action and making progress, even if imperfect, creates momentum and a sense of achievement. Speed can inspire and energize individuals and teams, leading to improved quality and market responsiveness through faster feedback loops.Bias for action: Having a bias for action involves prioritizing tangible steps forward over excessive planning or indecision. It encourages a mindset of agility, adaptability, and continuous improvement.Top Three Takeaways:1. Be unconditionally powerful – make the unaware aware. 2. Focus on honest communication. Get that unsaid said. 3.  Create high achieving teams versus high performing teams. How to get in touch with Steven:Email: [email protected]: https://www.stevengaffney.com/LinkedIn: https://www.linkedin.com/in/stevengaffneycompany