your ability to identify what you’re doing well, and what behaviours need tweaking. Leaders looking for a strategic edge do well when they begin to shine the light on the thoughts and beliefs that inform their decisions. Meta-cognition is the cornerstone of strategic thinking. Here are some questions that my clients have learned to ask themselves: Spotting limiting beliefs What am I believing that generates a lot of emotion? What choices do I make from this place? Where else in my life does this belief show up? In what way is this belief part of my value system – or not? Identifying the core issues - accurately What is actually happening? How do I know my perception is accurate? Am I viewing this from my vantage point or the team’s? What patterns do I see in the evidence presented to me? Communicating more effectively What message do I really want to be sending? What am I actually communicating? How clear and consistent is my messaging? What have I been reluctant to communicate? Delegating seamlessly When I think about delegating, what am I aware of inside of myself? What choices do I then make? What skills or beliefs do I need to make delegating easier and systematic? What steps am I willing to take to make this a reality? What are your tips for leading and remaining resilient in economic uncertainty? Resilience is all about being able to adapt flexibly. This requires us to surrender to the reality that our choices are limited to what we have direct control over. To surrender is not easy for leaders who believe they are expected to be in control. But it’s an essential first step. Once you’ve cleared yourself of this burden of overresponsibility, you can choose to focus where you have power. Decide to put your energy where it will have the most impact. Focus on what works, not on what might not work. What we focus on grows. In times of uncertainty, it’s important to focus on solutions and not on what we fear. Leaders already know that resilience is created when they fully choose their experience. It may feel like we’re being buffeted about by the turbulent times, but we always have the capacity to choose our next steps. It is the act of consciously choosing that increases our sense of agency. It gives us the sense that we do have a measure of control. And when we choose in this way, we’re much more likely to make the best choices. Here are some ways you can increase your sense of choice during periods of great uncertainty. • Use your self-knowledge – don’t just think about it. • Practice checking in with yourself – don’t avoid what scares you. • Balance your physical, emotional and spiritual needs – plan for them. • Be transparent – clear communication creates trust. • Create structures for creativity to rise to the top – don’t just expect it to rise. • Connect your organization’s bigger picture back to your team members’ roles. “The central question of a warrior’s training is not how we avoid uncertainty and fear but how we relate to discomfort.” -American Buddhist nun Pema Chodron This is the wisdom in a period of turbulence. Choose to turn inward and become wise with it all. It truly is the calling of our time. Finance Monthly. Bus i ne s s & Economy 17
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