Getting Over Leadership Ruts | Sensedemy | Skillshare

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Getting Over Leadership Ruts

teacher avatar Sensedemy, Online Learning Consulting

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

5 Lessons (47m)
    • 1. Introduction

    • 2. Lesson 1: Identifying The Problem

    • 3. Lesson 2: The Right Attitude

    • 4. Lesson 3: Taking Action

    • 5. Lesson 4: The Winning Mindset

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About This Class

Learning to cope with leadership from home. This course has been designed for middle managers to regain the initiate and get out of the "Leadership Rut".

Over the four modules in this course, practical skills shall be shared with real-life case study. You will be empowered with the tools to:

  1. Finding the problem
  2. Taking actions
  3. Getting a winning mindset

Let's go and get over that leadership rut!

Meet Your Teacher

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Online Learning Consulting


Online Content ‧ Strategy Consultant

Sensedemy is a digital knowledge consultancy that is a part of the SENSE Training Group. We are experienced in the advisory, creation and distribution of digital education and marketing content.

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1. Introduction: Hi, my name is Amos. I'm a clinical psychologist and I work on empower people managers and leaders. The recent pandemic has led to issues that have forced people to work at home and thus disempowered a lot of leaders. Staffer, unmotivated quotas or missed. Managers are disempowered. I have designed this course for middle managers to regain the initiative and get out of this rut. Over these four lectures have only ten minutes. You will get tools in finding the problem, how to take action and get a winning mindset. I will use case studies to illustrate how you can do this. I look forward to having you join me in getting out of a leadership right. 2. Lesson 1: Identifying The Problem: Hi, welcome to the first lecture and I want to talk with you about what the problem is. What do I see as this leadership rut, a common sharing that managers have come to me with is that they're managing staff during this work at home period. They're trying to get everyone to have online meetings. They're trying to get people to respond via messages, like none of it is face to face. And there is a big problem here because they found that the quality of the work has lowered because people maybe don't. They're still in like a kind of a holiday mood. They feel like, oh, I'm not at the office there are home. So they're feeling a bit relaxed and they don't have to do it to such a high level of quality as usual. There's also a lack of transparency because, you know, we were work at home. We also want to be like a bit slack. We might wanna serve picks a snack or watch TV, or just take it easy for awhile. It does feel like kind of a holiday mood. And so even with some managers who work in factories, they've managed to get some people to come back into work. But when they're back at work, they don't see everyone's back. They don't have the sense that, oh, we're now back at full production. There's only maybe 20-30 people because they're coming back instead. Rotations. And so they feel like, yeah, it's a bit of a holiday, it's just us out here. And with that, there's a sense that the group is not working at full capacity. And so the individual also gets the sense that I don't have to go full tilt. And then also there's this sense that because you're not face to face with that person, there's a lack of presence where they might not explain so much to you, where they're just trying to get off the phone from you. And so some managers have been feeling like they don't really know what the workers are doing at home. Sure. If you give them a task, they will meet the deadlines or give you something. But then again, there's a sense of quality and they don't know really how much more work they can give to their workers. So one of the things that I would say is that managers have become disempowered. Alright? The modality has taken away their sense of presence. But because the manager is not in the room, people are not as responsive to the leader. Like for example, a lot of leadership lessons are about body language. And in today's working style, there's just no body language to talk about. Everyone's on zoomed so you don't even know what their background is. You can cover everything up. So there are few things that we need to sort of get over this, right? The first thing is to look at reality. Or a lot of managers come to me and they're not really in tune with the reality. One of the problems is, for example, they're waiting on the leadership to activate them. So the managers are like, well, my bosses or one who comes up with a strategy and they're not really talking to me. They're not making decisions. Or They might feel that the workers are not being responsive. Maybe they're saying like, you know, I'm trying to reach my staff but my staff or not responsive to me. And so what you see is that there's a lot of blaming, right? So the first thing about facing this problem is Who's responsible? What's the problem? So blaming others and the environment does not move you forward. What is the reality? The reality is that you can control only what you can control if you're trying to control the actions of others or what others are choosing to do, you will never meet success. You're always waiting on other people to change. If you see something that needs to be done, you need to know that in reality you are the one who can do it. Well, I'm urging you to do is to think about who's actually in charge, who's responsible for this. How am I explaining what's going on? It's very telling if I ask a manager to explain what the problem is, very naturally will actually realize that they've been blaming other people. So just think about it. How do you explain your problem? What are the reasons for what's happening around you right now? Secondly, the problem is a lot of managers are not writing down and not measuring. Because usually if you're in the same room with people, you can ask them and they have a sense of urgency. My manager is right here next to me. I need to answer my manager, they are the leader. I can tell they're the leader because of their body posture, their voice, the way they talk to me there with the R's are staring at me. And so there's a sense that you don't really need to measure these things because your presence is able to lead your staff to respond to you. Now will zoom with remote working. You'll have this. They're not responding to your authority. They're responding to a message there, responding to text, they're responding to a video. So what you have to do is you have to take up the slack. You have to start writing down exactly what you expect from your staff and you need to start measuring it. How much time is this work going to cost? How much, how much time is this work going to take? How much effort is it going to take on their part? Another part of the problem, a third part of the problem shall we say, is that we're waiting for instructions alone. Managers are waiting for the leaders to take up the leadership role. No matter, you can leave this yourself. You can start thinking about the instructions that you need to do. You can start thinking about the things that need to be done. I always tell middle managers actually, you have a better idea what needs to be done as opposed to the people with the big picture. The big picture people might be good at strategy because they're trying to grow a business, they're trying to go global. But the middle managers, the ones who really knows what's making the factory tech. They're the ones who know what the team needs, what resources are needed. So you actually as middle manager, have a unique perspective on the problem. So use this joke, wait for instructions, Think about what needs to happen and then get that stuff to happen. Number four, and is that we're overwhelmed with worried, right? If we get the staff to come in and work, will they get the coronavirus? If we make them stay over time, do we have to give them hazard pay? If we do this, what does that happen? Like? The pandemic has brought about a complete new way of thinking about risk. Everything seems to be a risk and the risk has been blown up. You go home. The news is Talia about coronavirus. There's more cases. Oh my god. What happens if I get it? What happens? But along, this sense of worry goes into your personal life and your professional life as well. And this makes people very risk averse. And this makes us like a deer in the headlights were scared of whatever's happening. There's a threat here in there. I don't want to move. What if people say I'm not carrying enough? What if people start suing me? This is anxiety provoking situations, not just for you but for everyone as well. Understand that it's okay to worry and it's normal to worry during this time. But you can function despite the worry. And that's some of the, that's something that not everyone seems to understand. A fifth part of the problem that I see is a sense of just organization. Usually when we're at the office, we have something called a sort of spatial segregation. So if you're going to talk to the salesperson, you have to go to the sales office. So you know what's happening with the sales office. You have cues in the environment. That's how you, what you need to be doing at that time. Now, if you're just stuck at your desk, everything is the same. It's very easy to forget what you're talking about. It's very easy to forget. Oh, I need to talk to sales about something. I forgot. I need to talk to HR about something. When you're at the office, you can move around, get these visual cues and understand what needs to happen at different places and also at different times at home. You don't have this and it's very easy to be disorganized. You might find yourself being unprepared for meetings, or you might find others are unprepared for meetings because they're also disorganized. So during this time, it's very important for you to have a very, very, very clear idea about what's going on around you with your staff and with your business. As an illustration of the problem, Karen, fake name manager at a health center came to me and asked me for advice about how to get a job in this climate, which I found really strange. Why would you want to quit your job at this moment? So I was talking with her about it and she was very disillusioned with her supervisors. She felt that as medical professionals, they should be able to weather out this pandemic, that they should know what to do. That they should know how to expand their health services to meet the needs of the population during this time. So she was very disillusioned and talking more about it. I realized she was blaming her. She was blaming her supervisors a lot. She also felt that her staff were not very responsive to her. They all just wanted to go home and work from home and to take it easy. And when she asked people to come in there, we're talking about hazard pay and they were talking about how how the pay was gonna go. There, issues about insurance, whether they were going to be covered. There was a lot of resistance against her request to come into the center and work. She also felt that it was difficult because a lot of the people weren't doing their jobs. And then I had to I had to ask her about OK, what jobs are these because at a health center, you really need to patients to be there in order to serve them. And so it turned out that she also didn't really know. And as we clarified all these things, we start realizing that actually all five of these dimensions of the problem we're present. She was blaming other people. So she was out of touch with the reality. She didn't know what the measurements were for her staff and for herself, so she didn't know what the work was that needed to be done. She was waiting for her supervisors to take the initiative. She was overwhelmed with worried. She was scared that if she asked the staff to come in that they would get the disease or something. And there was a sense of this organization. She wasn't at the center all the time and so she didn't know what was going on. She was still trying to use the old model to suit a new time. She's trying to use the old model of working in a new era, of in a new environment. And so she, she had a complete lack of initiative. She didn't know how to take things forward and she was in Iraq. So as you can see from the case, she thought the answer to a problem was to find a new job. But in actual fact, her problem could be broken down into those five elements. Her reality, whether she was measuring, whether she was waiting for instructions, whether she was worrying too much, and whether she was disorganized. And she had all five things and so she was stuck in a rut. She couldn't take the initiative. She felt disempowered. She felt there was a big problem that the only solution was to commit career suicide and find a new job during a time when there are basically no jobs around. So this brings us to the end of lecture one. It's a matter of looking at the problem and the five different aspects of the problem. Who's responsible? Check into reality. Look into your measurement. Have you been checking your progress? Are you waiting for instructions? Number three? Number four, are you overwhelmed with worry? And number five, is there a sense of disorganization within your daily work? When you've looked at the problem, you will naturally be able to find the answers that you're looking for. I hope you join us in the next lecture as we talk about the steps you need to take to move forward, what you actually need to do. See you next lesson. 3. Lesson 2: The Right Attitude: Hi. So in lecture two, we're going to be talking about attitude and my attitude. I just mean where you're gonna put your focus, where you're going to aim your arrow. The way you aim your arrow is where you're focusing on your solution. Or if you're aiming or arrow at something that's not going to die, or at something that's very armored, your arrow is not going to make a difference. So you need to aim your arrow where you can make the most difference. And I know it sounds stupid and it's overly simple, but you can only control what you can control. You cannot control the uncontrollable. You can't control the weather. You can't control your boss. You can't control corona virus, and you can't control your staff. And by that I mean, you can't control the choices they make. You can't control their attitude. The choice belongs to them, but you can control your own choices and how you face the situation. This is where you should aim your arrow. This is where you can make a difference. A lot of people are wasting their time and effort because they're trying to control the uncontrollable. They're focused on their boss. Why is their boss not helping them out? Why does their boss so passive? Why is their boss focused on borrowing money in this situation rather than expanding their services to meet the customers where they are during this time. There's a lot of complaints we can make during this time. But if we focus on these complaints, were disempowering ourselves, we're focusing on things that we have no power over. We are making ourselves helpless. This is a waste of effort. You need to bring yourself out of that. So number one, remember, don't waste effort on controlling the uncontrollable. Number two, a lot of people like being right. Being right is great. You're right, they're wrong. And you have this crown, you have this halo. You're the best, you're, you're right. Okay. Other people are wrong. But what happens when you're right? You're not going to become boss, your bosses and gonna say, Oh yeah, you're right, I'm wrong here. Why don't you become the boss? That is not going to happen. Game right? Doesn't move you forward. So what if you're right, everything is still stuck. Don't focus on being right. Focus on moving forward. Aim your arrow at where you can move forward. This is where you can make a difference and this is what's most important. Number three, doing the same thing over and over again is not gonna get you new results. It's really often repeated. Everyone knows this, you know, oh yeah. Same, same method leads to the same results. I know that this is very simplistic, but I think it's very important to remind ourselves of this. It's very important for us to try new things during New Times and for new environments. The pandemic is really knew. We've never had a global crisis where everyone is facing the same risks and the same threats. This is really knew if we're still expecting to go back to the previous normal. We used to do things. They've, We're still waiting around. Again, that's a lack of initiative. Your focusing on the wrong thing. You're focusing on the environment to change, you can control the environment. You can only control what you do in this new environment. So don't do the same thing. Do something new. Fine, where you can aim your arrow and make a difference. Number four, change is hard. As a psychologist, I notice a lot of people find it difficult to change. Why? Because our subconscious loves predictability. Even if we can predict failure. Because it's predictable, we will prefer it's comfortable. We know what's going to happen. If you have to do something new, that's going to be a risk, you don't know what's going to happen. And that worries our subconscious are so conscious, doesn't like new things, it doesn't like unpredictable things. And so realize that you will have to overcome this barrier. Don't stay in your comfort zone. Look at where you need to make a change in this new environment. And so hopefully today I've talked about the four areas where you need to focus yourself. First is don't focus on the uncontrollable. Focus on what you can control. Don't focus on being right. Focus on moving forward. Don't focus on doing what used to happen. Don't focus on the old way of doing things, focus on what the new environment needs. And finally, number four, realized that your subconscious will be a barrier. It will want you to stay the same, but you have to use your thinking and your focus to get yourself out of this leadership, right? Want to go back to the case of Karen, the manager of the health center with 30 or 40 people. And she she was thinking of changing her jobs because her bosses weren't able to find a new solution to the current situation. And she also felt that the staff are not responding to her. She told me that she felt her work during this time was very administrative and not meaningful at all. She wanted to help people through this health center. And because the patients weren't coming in, she didn't see how she was actually improving people's lives. And so she felt there was a sense of insignificance. And so it was a matter of OK, where can you make a difference? What does it mean for you to have significance and for her significance men, having an impact on the patient's lives. Helping them to overcome threats to their health, helping them to recover, helping them in the rehabilitation process, helping them in their recovery. So during this time, she had to understand what's happening with her users. And so it's true that she realized she can't be passive anymore. She has to focus on her users because That's where her significance came from. And so when we started talking about, she realized, oh, okay. Uh, one of user-focused. So I need to go out and find out what's happening with my users. I need to go out. I need to ask them questions. I need to make contact there. She can't contact all of the patients at her center. So she needed to sushi, needed to work with her staff. But because she changed her focus from how things were not happening to what she can do. She immediately had ideas about how to move forward. She immediately knew that she needed to define the problem and to motivate her staff to help her identify the problem and move forward. So that's why attitude is the second lesson. It's very important because once you focus on the right things, you will naturally find the answers that you need. So today we talked about the attitude where you put your focus, where you aim your arrow. And in the next lecture, I'm going to talk about the actual steps that you can take. What are the three steps to coming out of this leadership, right? Okay, so you focusing on the right things. What do you need to do? And I'm sure you agree that that's actually the most important parts. So hopefully I can see you at lecture three. 4. Lesson 3: Taking Action: Alright, welcome to lecture three, where we're going to get practical. We're going to talk about the steps. Worried you're going to do. A lot of clients come to me and expect me to give them a short answer. I don't like doing that. I don't like telling you what to do because that disempowers you, you know how to find your own solutions. You're the expert of your problems. And so you know what's going to work and what's not going to work. You know what you've tried, you know what your strengths are, you know the situation a lot better than ideal, especially now I'm behind the camera so I don't even know what your situations are. So I wanna give you guidelines about what to do. Still, there's going to be very practical, but you're going to have to think about what are you gonna do in these three steps? So it's still really simple. It's just three steps, but you're going to have to put some brain work into this. So the first step, assess. Assess means looking at the situation and defining the problem. You need to get in touch with what the objective reality as we talked about people blaming others, we talked about people who work. We talked about people who are just waiting on others to give them an idea about what to do that this is passive and I want you to get into an active state. You need to assess what the reality is, okay? You need to look at it and go okay, without blaming other people, what's going on? The easiest way to do this, to get a big picture is to think in terms of a system. I find that a lot of kinds, they miss the systemic picture because they're focused on right and wrong. Bosses wrong, I'm right. Staff are wrong. I'm right. Again, that gets you nowhere. That does not move you forward. Okay. Look at it in terms of a system. What's going on to create this stuck? And what are the processes happening right now that stopped things moving forward? Is the break happening too fast? Is the engine not moving? Is the Kushner engage? Look at it in terms of a machine and the system. What are your pain points? Assess what the problem is, right? Look at the problem and then think about what needs to change. This is the problem. So what needs to happen? Don't look at a problem and go, whose fault is it? Everyone's looking for someone to blame, that doesn't help. So what have you find out whose fault it is or you're gonna fire them? Does that change the problem? It doesn't change anything. This system is still the same. You need to look at the system and find out which part needs to change. Now when you know what needs to change, remember, you have to measure it. Remember you have to measure it. Okay? Not measuring something is part of the problem. So you need to measure the progress about this change. How much of this needs to change? What's the timetable for this change? Then also you need to look at how much it's worth. How much resources are you gonna put into it? You need to start prioritizing your solutions. Okay? We're still talking about assessing here. Alright, prioritizing is part of looking at the picture and going what's important and what's less important. So what are we going to start doing first? When you have prioritization? This is very important because that gives you the steps you need to take in order to get to where you wanna go. You need, you're going to know where the resources need to go first. So in order to move forward, you need to identify the steps. You need to have to identify the problem. And this is a lot of assessments. So you might need to have a lot of brainstorming sessions. But before you do your brainstorming sessions, before you assess, you need to know what questions you need to ask. The questions you need to focus on are who, what, when, and where, who, what, when, and where. And I didn't say Y. Y is a very disempowering question. If you keep asking why you're not going to find a solution. Because inevitably the answer is that someone's messing up because someone's not good enough because things aren't moving forward. Why is a very blaming question? So when you're assessing a problem, always ask who, what, when and where. Look at the system, what needs to change. When you have this kind of systemic thinking, you're naturally going to be able to move forward much faster. So that's step one. Assess step to access. Access what you need. It could be knowledge, it could be resources, it could be people, it could be partners. There's a lot of things that you're gonna need to access, especially as a manager, your staff are going to need many things from you and your bosses are going to need many things from you. And so you have to get in the middle of all this and start linking people to what they need. And this is going to rely heavily on your social skills. You're going to need a lot of different things. So your internal partners, your internal clients, or you're going to need to develop your networks. Especially in a time when the pandemic is outside, you're gonna need to really get zooming on your clients. You're going to really need to reach out to the people who can give you access to those resources that you need. So I want to emphasize that this is also a part of your personal life as well. You're gonna need to access a lot of energy because you need to motivate your staff and you need to energize your supervisors. You need your supervisors to buy into whatever it is that you wanna do, and you need your staff to follow up and give you that discretionary effort to go the extra mile for you and to believe in what you're doing. And to access that you're going to need a lot of emotional energy. And so your personal network and your personal life is also a resource for you at this moment, you need to access that as well. I can't emphasize this enough because a lot of managers who are working with me, they're not accessing their social life enough. They're scared of getting the virus. They're scared of going out. And so the usual mode of socializing has been taken away as well. You need to put extra effort into getting that emotional energy that people as social animals get from a social connection. Start getting connected, start accessing your networks, get the resources you need, get the energy that you need. Step number three, also an, a activate. This is a part where you need to motivate your staff to follow on the ideas that have come up in the process. Do you need to move your people, move your resources. You need to find a common goal that's going to get people on board. You need people to buy-in. You need people see, believed in what it is that you're doing. And for the belief part that comes in, in lecture four, when we're going to talk about the belief system that you need, what are some of the mind games that you need to play as a manager and as a leader. But in lecture three, I want to refocus on Charon as a case study again. If you remember in lecture one, we talked about Charon, the manager of a health center, and she was thinking of quitting her job as a solution to a problem. But then in lecture two, she realized that her focus was wrong and that she needed to focus on the things that she can control within her power. And so she was able to start thinking, Oh yeah, there's certain things that she can do. So in lecture three, I want to revisit again, as Karen initiated on the three A's. She approached the three A's. We were already talking about it. We were already a focusing on the right things. She was aiming her arrow where she can make a difference. And so in terms of assessing the situation, I was there to facilitate her to focus on who, what, when, and where. And I can't emphasize enough. A lot of people by default, they always ask, why, why is there this problem? Why don't people do what needs to be done? Why aren't we a better organization? Why does not help? Put you need to look at is who, what, when and where. So if you're a manager, if you're a leader and you're leading a brainstorming session, remember to keep people focused on the system. As I helped current focus on the system, she was able to think, alright, remember she needed to start reaching out to the users of her health center because they weren't coming in. So she didn't know what her problems were. But her cigarette, her sense of significance came from being able to help your users. So in order to reach your users, she had to find out different ways, different channels in order to reach them because the previous methods weren't working anymore. They weren't coming in. So she has to get her staff to be proactive in reaching out to the users. But for what purpose? What do they need to find out from the users? So they started, I suggested that they can have a brainstorming session to talk about, hey, the doctors, what were some of the problems? What were some of the problems that their users were facing previous to the pandemic. What did the doctors think the biggest struggle for their clients would be at this time? And then to ask the nurses, how did you usually help the people? How did you usually help your patients? And for the nurses? The same question, how did you use to help your patients and given the situation now, what do you think needs to be done in order to serve the patients without them coming into the center, so on and so forth. Asking the opinion of the different functional units and then realizing, okay, there are certain commonalities that we can approach the to find out from the users. So now through this brainstorming session and through focusing her staff on the system, she was able to define what they needed to reach out to the users for and during the process of doing that. So the idea is that once they've started defining the situation, they're assessing the problem that they're facing. By reaching out to the users. They're assessing what is the problem that the users are facing. Through that they're going to know exactly how they can serve their clients. It's a simple matter of defining what problem you want to solve. It's as simple as that. So the first step, assess and that's how she did it. She did a brainstorming session with their functional teams and her professionals. So the second part is to access. She needs to access different channels in order to reach her users. Traditional methods would be using the telephone. In today's day and age with technology being what it is, there's actually a lot more different options. And she was talking to her psychologists. And she found out that actually psychologists really needed the facial features of the patients because they're not talking about medical stuff, they're not talking about medicine. They're talking about feelings. And a lot of people only express feelings well. And a lot of people express Mercer their emotions through their face, through facial expression. So the psychologists needed access to video conferencing. And so immediately she knew that she needed to her boss. She needs to activate her boss. The third step to give her the resources to buy licenses for video conferencing software. And so as you can see, the three steps are actually very simple and a very natural once you've assessed the problem, it's very easy to see what you need to access. And with that, it's very easy to activate the resources and the people that you need. So those are the three A's very easy to remember, assess, access, and activate. That's all you need to do to get yourself out of the leadership brought. Next lecture, we're gonna talk about the winning mindset. Some of the beliefs that you need in order to motivate and activate the people around you. 5. Lesson 4: The Winning Mindset: So Lecture four and the final lecture we've talked about the problem. We've talked about the attitude that you need. We've talked about the steps you need to take. And now want to talk about beliefs, the mind games that you as a manager and as a leader will need to play in order to keep your energy alive. This is all about keeping your positive energy in a time when everything is negative, everything's a threat. There's worry everywhere. It's really important for you to keep your level of energy. You need to energize your boss on your new ideas on moving forward. And you need to motivate your employees. You want them to follow you. And so hopefully here, I can give you five basic beliefs. Hope can keep you positive in this time of worried. So the first one is about controlling failure. Don't be controlled by it. You need to control failure. A lot of managers I worked with have grown up in an educational system that punishes them for being wrong. This is really bad motivation. It makes you not want to study. It makes you scared. It gives you a sense that anything you face can potentially become a failure. This is going to stop you in your tracks. This is gonna give you worry. This is going to give you anxiety. These things don't help you move forward. In order to move forward, you need to control failure. And to me, the only failure that you can have is when you give up. You can feel the quota. You can fail your bosses instruction. You can feel a certain things. You could miss goals. But these are all feedbacks from a system in the universe that's telling you what you did wrong and educating you to find a better way to do something, as long as you don't give up and you get back up and you find a way to move forward. You have not failed, you have only taken on feedback. The only failure is giving up. And if you have that mindset, you're not going to be scared of failure. You're only going to see failure as a way to teach you on how to move forward. I know it's kinda cheesy. I know a lot of people talk about it, but this is true. You have to keep reminding yourself on a daily basis. You have to control the failure. So define your failure control. It makes sure you know what real failure actually is in order for you to move along. Slavers mind game, keep this sense of success in mind. Secondly, I want you to think about kids. You might have kids or you might have nieces, or you were once a kid. Not so long ago. As kids, what do you think motivates them on a day-to-day basis? Do you think praise motivates them more or do you think punish them? So the second thing is motivation. Guy, I want you to think about when you were a kid, what motivated here? Was it praised or was a punishment? I'm sure you'd realize that praise works a lot better because it takes you a lot further. Research has shown that kids that we're taught to do something through Praise would do it for a longer. And they will also do it when no one's looking. But kids who are trained to do something for punishment would stop doing those things as soon as no one's looking. So imagine if you take this into your office environment and you're threatening the staff, if you don't do this, I'm going to fire somebody. If you don't do this, we're going to threat, threat, threat punishment, punishment. Where are they going to do? They're going to start looking for jobs like the case carriage. She started looking for a job. What you need to do is to remember that motivation is stronger through praise. Motivation is stronger through praise. What you wanna do as a manager is you want your staff to give you more than what you paid for. That's your job. You need them to give you the extra mile. You need them to be creative. You need them to be innovative. You want them to be loyal. You want them to give discretionary effort, which is when at the end of the day should they keep working on something to make sure it's perfect? Or whether they go home because it's good enough. Do you want them to stay there? And in order to do that, you need to motivate through praised instead of through threats. Motivate through threats, what they're gonna do at the end of the day is to go online and look for jobs. Alright, they're not going to work on your staff because they don't feel valued. They don't feel that you're invested in them. Praise is the opposite of that. So remember that motivation is stronger through Praise. The third item is a bit vague and intangible and it's talking about your value, your sense of worth. You as a manager will face a lot of uphill battles. And you need to know for yourself where your worth is, whether what you do is worthwhile to you. If you're always waiting for your supervisor to tell you that you've done a good job, that this is worthwhile, that this is significant. You're going to wait a long time because a lot of managers and supervisors don't work that way. They assume that what you've done is what they paid for it. You need to know that what you're doing is right. You need to know that what you're doing is significant. So you need to have an unshakeable belief as a leader. And what I've seen a lot of managers fall for or a common trap is that they feel disheartened. They feel discouraged because they can't reach their goal or no one's encouraging them. A middle manager as someone with staff and with the supervisor, it's a really hard place. You're between a rock and a hard place. Like I've said before, you have to energize your boss and you have to motivate your staff. You're the one who needs to bring this energy out. And it's difficult. So you need to know that what you're doing is worthwhile. You need to have a purpose for what you're doing. So in the case of Karen, as we talked about before, she needed to know that she was helping the users, that she is helping the patients. And so if what she's doing aligns with that purpose, she has her sense of self-worth. She has her significance. Do not rely on external sources of validation. Know what you need to do to make the most of the situation. The fourth item is a very interesting one because I think Trump is very famous for demanding this from his staff, and that is loyalty. He's always trying to buy loyalty. And if you look at the way he interacts with his staff, he thinks that just by giving you the job, that is recognition and you should be loyal to me because I've allowed you to work for me. That doesn't sustain itself very well. You can see that his cabinet keeps changing. It's changing. Now the reason for that is he's paying the wrong currency for loyalty. He has failed to buy loyalty from his staff in order to get little t, you need to pay the right currency. And that is attention. Pay attention in order to buy loyalty. I find that a lot of people, when they go to work, they project their parental images onto people in authority. And so sometimes you will see that the treatise supervisor, like their mother or their father, they expects the parent to praise them for doing well. They expect a lot of nurturing, especially with the term millennials. A lot of people complain that working with millennials is very hard work because they need a lot of input. And behind that, you can kind of see that they kind of, you can see that the projected the parental image onto their supervisor and they expect that sense of nurturing and that provision of growth. It can be difficult for you because it takes a lot of time. But it can also work in your favor because then, you know, you can pay attention in order for them to feel better. Now I know that it might take a lot of attention for people to feel valued. But there this in mind, if you want people to be low to you, pay attention to them. Paying attention can be something that's really simple. You don't need to know the cats names. You don't need to know all of their daily routine. Paying attention is as simple as listening to your staff. Giving them that sense of quality time. Being a good parent means having good coil time with your children. You decide to use this mindset with your staff. Just bear in mind. Listening can buy their loyalty. Let them feel valued. Listened to them, understand their point of view. You don't have to change based on their point of view. But I guarantee you that if you can demonstrate genuine listening when they're talking to you, you're going to have their loyalty. They're gonna feel hurt, they're going to feel valued, they will work for you. So the fifth one is a bit intangible, is a bit vague. It's kinda hard to express, but I'll try to do through a case study. The fifth one is about good relationships and curb relationships have good boundaries. A lot of people think that in order to have good relationships with their staff, they need to socialize and be friends with them. Now, granted, there are a lot of managers who were very good at this. They invite their staff into their private lives. They know the wise, they know the pads and everything. But it's very hard to manage because it's very close. If that's not your style, don't worry. You don't have to do that in order to have a good relationship. From a psychologist's point of view, a good relationship means a safe relationship, a secure relationship. They know and they can predict when they've done something good and when they've done something bad. The easiest way for you to do that is to have very, very clear.