Ep.028: 5 Coaching Habits of Excellent Leaders Copy
As we reach the midpoint of the year, business leaders everywhere face a critical question: to adjust or not to adjust? This question mirrors what happens during halftime in sports – that brief window where teams assess performance, rethink strategy, and prepare for the second half.
The halfway point of the year provides the perfect opportunity to conduct a thorough assessment of your business objectives and strategies. Just like athletes heading into the locker room with the scoreboard fresh in their minds, business leaders need to honestly evaluate where they stand relative to their annual goals. Are you ahead, behind, or right on target? This honest evaluation forms the foundation for smart decision-making going forward.
One significant challenge many business owners face is knowing when to stay the course versus when to pivot. Three common traps can prevent necessary adjustments: the fear trap, the familiarity trap, and the ego trap. The fear trap manifests as anxiety about what might break if you change something that seems to be working. This paralysis by analysis can keep businesses stuck in suboptimal patterns long after they should have evolved. As one leader wisely points out, sometimes even systems that appear functional on the surface have small issues brewing underneath – like a leaking faucet that seems minor but could cause significant damage if left unaddressed.
The familiarity trap might be even more insidious. Many organizations double down on broken strategies simply because they're comfortable with them. The phrase "we've always done it this way" becomes a shield against innovation and improvement. John Maxwell captures this perfectly when he says, "The greatest enemy of future success is actually past success." Just because a strategy worked brilliantly two years ago doesn't mean it's the right approach today. The business environment changes rapidly, and yesterday's winning formula can quickly become obsolete.
From a spiritual perspective, sometimes what was blessed in one season becomes baggage in the next. Like the biblical example of manna that sustained the Israelites in the wilderness but was no longer provided in the promised land, business leaders must recognize when past solutions no longer serve present challenges. This requires sensitivity to changing conditions and a willingness to embrace new approaches.
The third obstacle to necessary change is the ego trap. When leaders have personally built systems or strategies that are no longer effective, pride can make it difficult to acknowledge the need for change. This is where having a strong leadership team becomes invaluable. As the proverb states, "in the multitude of counselors there is wisdom." Surrounding yourself with talented people who can see what you might miss is essential for organizational growth.
Remember this powerful truth: "Leaders don't get paid to be right. They get paid to make it right." Sometimes the best ideas come from others, and the strongest leaders create environments where innovation can flourish regardless of who generates it. If you're the smartest person in every room, you're probably in the wrong rooms.
To effectively make mid-year adjustments, follow the three Rs: review, recalibrate, and recommit. Review the first half of the year objectively, identifying what worked and what didn't. Recalibrate by taking your leadership team offsite if possible, away from daily distractions, to focus on strategic thinking. Finally, recommit to your adjusted course of action with courage and conviction.
As John Maxwell wisely observes, "Mid-course corrections are a sign of strength, not weakness." Having the boldness to acknowledge when changes are needed, despite potential confusion or disruption, demonstrates true leadership. The most successful organizations are those that can honestly assess their performance, maintain focus on fundamentals, and make necessary adjustments to achieve their long-term vision.
As you approach the second half of your business year, remember that staying rigidly committed to your original plan isn't always the wisest choice. Sometimes the greatest demonstration of leadership is the courage to change course when circumstances demand it.
Chapters:
0:00 Mid-Year Check-In
6:35 Halftime Reality Check
13:53 Staying the Course: The Fear Trap
18:42 The Familiarity Trap
22:22 The Ego Trap
29:29 Three Rs for Adjustment
The halfway point of the year provides the perfect opportunity to conduct a thorough assessment of your business objectives and strategies. Just like athletes heading into the locker room with the scoreboard fresh in their minds, business leaders need to honestly evaluate where they stand relative to their annual goals. Are you ahead, behind, or right on target? This honest evaluation forms the foundation for smart decision-making going forward.
One significant challenge many business owners face is knowing when to stay the course versus when to pivot. Three common traps can prevent necessary adjustments: the fear trap, the familiarity trap, and the ego trap. The fear trap manifests as anxiety about what might break if you change something that seems to be working. This paralysis by analysis can keep businesses stuck in suboptimal patterns long after they should have evolved. As one leader wisely points out, sometimes even systems that appear functional on the surface have small issues brewing underneath – like a leaking faucet that seems minor but could cause significant damage if left unaddressed.
The familiarity trap might be even more insidious. Many organizations double down on broken strategies simply because they're comfortable with them. The phrase "we've always done it this way" becomes a shield against innovation and improvement. John Maxwell captures this perfectly when he says, "The greatest enemy of future success is actually past success." Just because a strategy worked brilliantly two years ago doesn't mean it's the right approach today. The business environment changes rapidly, and yesterday's winning formula can quickly become obsolete.
From a spiritual perspective, sometimes what was blessed in one season becomes baggage in the next. Like the biblical example of manna that sustained the Israelites in the wilderness but was no longer provided in the promised land, business leaders must recognize when past solutions no longer serve present challenges. This requires sensitivity to changing conditions and a willingness to embrace new approaches.
The third obstacle to necessary change is the ego trap. When leaders have personally built systems or strategies that are no longer effective, pride can make it difficult to acknowledge the need for change. This is where having a strong leadership team becomes invaluable. As the proverb states, "in the multitude of counselors there is wisdom." Surrounding yourself with talented people who can see what you might miss is essential for organizational growth.
Remember this powerful truth: "Leaders don't get paid to be right. They get paid to make it right." Sometimes the best ideas come from others, and the strongest leaders create environments where innovation can flourish regardless of who generates it. If you're the smartest person in every room, you're probably in the wrong rooms.
To effectively make mid-year adjustments, follow the three Rs: review, recalibrate, and recommit. Review the first half of the year objectively, identifying what worked and what didn't. Recalibrate by taking your leadership team offsite if possible, away from daily distractions, to focus on strategic thinking. Finally, recommit to your adjusted course of action with courage and conviction.
As John Maxwell wisely observes, "Mid-course corrections are a sign of strength, not weakness." Having the boldness to acknowledge when changes are needed, despite potential confusion or disruption, demonstrates true leadership. The most successful organizations are those that can honestly assess their performance, maintain focus on fundamentals, and make necessary adjustments to achieve their long-term vision.
As you approach the second half of your business year, remember that staying rigidly committed to your original plan isn't always the wisest choice. Sometimes the greatest demonstration of leadership is the courage to change course when circumstances demand it.
Chapters:
0:00 Mid-Year Check-In
6:35 Halftime Reality Check
13:53 Staying the Course: The Fear Trap
18:42 The Familiarity Trap
22:22 The Ego Trap
29:29 Three Rs for Adjustment
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