One Mindset Shift for Success

August 24, 2021 by Cal Walters in Self Management

By: Tim Janes

Last week, as my wife and I sat down to dinner, we began our usual after-work chat. This time was different, though - she was visibly excited. She started, “I have to tell you about this resilient little girl that I treated today.” As a pediatric physical therapist, my wife works with kids who are trying to meet physical goals to improve their function. Some make quick progress in their goals, while some take many sessions and long hours of treatment. What’s the difference between them?

My wife continued: “She was walking on the balance beam, trying to get from one end to the other without falling. She looked fearful and hesitant because this was not an easy task for her. After several attempts, she fell so abruptly she instantly started crying. She was embarrassed, and defeated. After she wiped off her tears she looked up at me with an unusual expression. I said, ‘Do you want to stop? We can do something easier.’ She said, ‘No, I want to finish, I can do this.’ Not only was I surprised, I was impressed. We trudged on. In two more attempts she walked across the whole beam without falling and we celebrated. I thought to myself: wow, she just changed her mindset and met her goal!”

Promotion vs. Prevention Mindsets

What if the biggest obstacle standing in the way of us achieving our goals is our mindset?

Do any of these thoughts sound familiar?

I don’t want to go to the gym today.
I don’t want to cook tonight.
I don’t want to have that difficult conversation.

For me, personally, those are all regular thoughts that I have. The thoughts are not inherently good nor bad, but the resulting actions often do not align with my values. The actions derived from the above thoughts usually become:

Skipping a workout, which is a missed opportunity to make my body stronger.
Eating a meal out, instead of healthy, home-cooked food.
Avoiding a conversation that could have led to growth or connection for me, the other individual, or my team.

Perhaps the simplest change that we can make in order to better align our actions with our values is to change our mindset. Just because it’s simple, doesn’t mean it’s easy. With that in mind, I ask you:

What DO you want?

For me, the answer to that question in relation to the thoughts above are:

I want a stronger, healthier body.
I want to feed my body healthy food, because I want to nourish it.
I want to create deeper connections with others, and I want to foster growth within myself and those around me.

It’s a subtle difference, but do you see what this change does? It’s a positive view on the things that we face every day. Instead of avoiding or trying not to lose, we can face things head on and try to win. The former leads to lack of intentionality, passion, and purpose. The latter leads to intentional action, ignited passion, and fulfilled purpose.

Our mindsets are the foundation from which we operate. This specific one is called a promotion mindset – the opposite being a prevention mindset. A promotion mindset determines our direction of travel – are we actively moving toward fulfillment (promotion), or are we passively moving away from challenge (prevention)? The sooner we learn to actively move toward passion, purpose, fulfillment, connection, or love, the sooner we can overcome friction and achieve our goals.

For the little girl in our story from the beginning, this meant focusing on completing her task to meet her goal, instead of focusing on preventing failure. She could have easily chosen to stop - it’s not fun for any of us when we fall off the proverbial balance beam over and over. Instead, she intentionally chose to pursue success.

Recap & Application

Before we wrap up, let’s recap those thoughts and corresponding actions:

Changing our mindsets is not easy - we have often carried them for years. As with all change, the first step is awareness. So, to aid in the process, here are some questions to ask yourself to see whether you are using a promotion mindset:

Am I being purpose-focused (promotion), or comfort-focused (prevention)?
Am I actively seeking to win (promotion), or seeking to simply not lose (prevention)?
Am I empowering individuals’ decisions and creativity (promotion), or demanding conformity (prevention)?

If you find yourself gripped by a prevention mindset (as I often do), how can you cultivate a promotion mindset? What can you do to reframe your “I don’t want to’s…” into “I want to’s”?

If you want more information on the promotion mindset, or if you want to learn about other positive mindsets, I suggest you pick up Success Mindsets by Ryan Gottfredson. That book is a great place to start, but it’s up to you to choose the mindsets from which you operate.

Success Mindsets: Your Keys to Unlocking Greater Success in Your Life, Work, & Leadership

By Ryan Gottfredson

For several of our podcast episodes where we explore mindsets, check out Cal’s conversation with Ryan Gottfredson or Jon Gordon.

Tim is a young professional whose life mission is to create supportive communities, so that others may thrive. He is the Process Manager for an HVAC distributor, where he has worked since he graduated from The University of Scranton in 2015.

With a bachelors in Operations Management and a minor in Philosophy, Tim spends his time critically thinking about optimizing people and processes. He strongly believes that each person has the power within them to positively affect the world, and that the role of a leader is to help their people harness that power.

Tim subscribes to the ideals of Servant Leadership, more specifically in connection with Jesuit/Ignatian ideals of care for the whole person, service of others, and striving for the "more." Tim lives in New Jersey with his fiancee, and he has a passion for soccer, photography, and personal development.

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Strength in Numbers: Getting Wins by Getting Help

August 10, 2021 by Cal Walters in Organizational Leadership, Self Management

By: Wes Cochrane

“Where there is no guidance, a people falls, but in an abundance of counselors, there is safety.” Proverbs 11:14, English Standard Version.

Some translations of Proverbs 11:14 use the word “victory” in lieu of “safety.” Either way, I love this proverb and its message—seek help and win.

Have you ever battled insecurity over the prospect of asking for help?

Have you ever worried that asking for help at work was somehow an admission of incompetence?

How many times have you fretted over how colleagues – or superiors – would perceive you if you admitted that you needed a hand or (as is not uncommon) were treading water?

You’re not alone if you have.

Somehow, along the way – whether a result of Hollywood depictions of seemingly self-sufficient leaders, or some other input – many of us (myself included) imbibed the notion that leaders have the answers.

Always. They know everything. They don’t really need help. Admittedly, as I read these words, it is absurd to imagine that to be the case. Yet, I’m certain I’m not alone in this warped thinking.

The promotion, the predicament, and the prescription

In June 2020, I was internally promoted to a position I was not qualified for on paper. No joke. I was selected to be a Special Victim Prosecutor. In short, my job was to closely follow federal law enforcement investigations of soldiers and energize the development of certain “special victim” cases (e.g., child abuse, domestic violence, sexual assault, and rape) to go to trial. I had developed and prosecuted these types of cases the year prior, but now, with limited experience, I was expected to lead a team of prosecutors focused exclusively on these cases. I had done well the year prior and knew the nuts and bolts of what I was doing – knew how to block and tackle – but, frankly, my own inexperience terrified me.

From July to September 2020, we plugged along. I did my best to lead, and things appeared OK on the outside. Inwardly, however, I was battling massive pressure and fear – fear of failure, fear of not getting the results the team had the prior year, fear of embarrassment. It wasn’t until a conference (fully masked and socially distanced at the time) in mid-September, that I voiced some of these concerns to one of my superiors (a great mentor of mine who was helping to lead the conference).

His first question? “Wes, have you reached out for help?”

I had a blank, sheepish expression on my face, no doubt, as I responded, “Uhh, no Sir; nothing more than an email here and there.”

He gently admonished me to reach out and physically coordinate for more-than-email advice. He reminded me that we had experts within our organization that would field calls and even physically travel down to help me and my team in person.

Game changer.

I started asking for help. I don’t want to understate this. These weren’t just phone calls, texts, or emails. I literally asked these professionals (some of whom were peers of mine) to come help in person on more demanding cases. They graciously did.

Over the next 10 months, the small team I led (and our office in general) directly benefited from the injection of expertise that poured in through the simple act of asking for help. We worked with some of the best practitioners in our field. The results were not only encouraging, they were impressive; and we grew as a team. We had new connections and friendships with other practitioners that we would never have enjoyed.

All from getting help.

In admitting my need, doors opened to me that took me far beyond where I would have ever been on my own.

My team received help (and in some cases one-on-one coaching) that I wasn’t able to deliver. Pride narrowly held me back from that.

Three observations:

(1) One byproduct of reaching out for help is the culture it creates. When leaders ask for help, it makes it OK to ask for help. The prevailing culture of our team came to be one of collaboration and humility. We flexed to friction points as a team. We strategized as a team. All of us were smarter than one of us. We didn’t do this perfectly, but this became our normal.

(2) When you ask someone for help in your work, and you actually implement their advice and express genuine thankfulness, you’re giving them something in return – you’re affirming their usefulness, their expertise, and their decision to help. It feels good to be thanked and needed.

(3) Asking for help doesn’t mean you laze around while someone else does your job. In asking for help, neither I nor my team sat like bumps on a log. We did our homework, we worked hard, we listened to the advice we got. We showed gratitude. We actually formed relationships with these amazing people that took time to work with us. In short, to ask for help, is to build a relationship. And that’s what we did.

This simple idea of reaching out for help extends, universally, to any area of life (professional or otherwise). Humans are relational. We suffer in isolation. We thrive in teams. In our work, in our relationships, in our responsibilities, or in our physical or mental health, we all will need help. We all need “an abundance of counselors.”

A few questions for you:

In what areas are you holding yourself back by not seeking the counsel of others?

Right now, what problem could you solve at work by getting help?

How can you create (or cultivate) a culture of collaboration and humility in your team?

What can you do to avoid creating a no-fail type environment, where folks are afraid to appear weak or incompetent if they don’t immediately know something?

If you liked this post, sign up for our weekly emails. Every week, Intentional Leader publishes content (either a podcast interview with an amazing leader or a blog post on intentional leadership). We have some excellent content planned for these next few months, and you won’t want to miss it!

Check out this recent episode with Sarah Roberts, where she discusses humble leadership:

Wes is passionate about leadership development and is a gifted speaker, coach, and teacher. Wes recently spent the last two years as a military prosecutor at the 82nd Airborne Division, where he was consistently praised for his advocacy skills by seasoned trial practitioners.

Wes is a graduate of the United States Military Academy at West Point, the University of Richmond School of Law, and the US Army’s Ranger, Airborne, and Air Assault schools. Prior to attending law school, Wes served as an infantry officer in the US Army where he led a rifle platoon, served as the second in command of an infantry company, and deployed to Afghanistan. He is now a major in the Army and is attending the Graduate Course at the Judge Advocate General’s Legal Center and School in Charlottesville, VA.

Wes and his wife, Anne, have three children.

Listen to some of our most popular episodes here!

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The Growth Diet: Feeding Yourself for Personal Development

June 28, 2021 by Cal Walters in Self Management

By: Tim Janes

What are you feeding yourself?

No, I’m not asking what you ate for lunch today – I’m not all that interested whether it was a salad or pizza (yum, by the way). What are you feeding your mind? What are you feeding your spirit?

Personal development is a life-long journey that requires a healthy mind and spirit. When we talk about personal health, we immediately turn to our diet. We examine the food that we eat to keep our body healthy. We should do the same for developing our mind and spirit; we should evaluate what inputs we use to achieve our desired outputs.

If you are reading this, you are likely on a journey of personal, professional, or leadership development. So, I ask you: What are you feeding yourself? What books are you reading to gain more knowledge or unique perspectives? What podcasts are you consuming to gain leadership insights? What communities are you partaking in to grapple with difficult topics?

Growth does not come by accident, and it does not come easy.

We must make an intentional choice to feed ourselves with media and experiences that will further our development. Sometimes that means choosing to read a book on leadership instead of reading a new sourdough recipe. Sometimes it means listening to a podcast in the car instead of the top 25 songs from the week. Sometimes it’s even seeking out uncomfortable experiences, because it’s in those times that we learn the most about ourselves and the world.

None of this is to say that there is any right or wrong thing for you to consume – I’m not here to preach to anyone.

The right thing to feed yourself is deeply personal and unique to you.

If you’re wondering whether something is the right thing, just ask yourself: “Will this help me grow? Will this book/podcast/community/etc. get me closer to my personal development goals?” If not, maybe it’s not right for you. Back to the example of the sourdough recipe, it’s clear that reading it would not get you closer to a goal of being a more compassionate leader.

If you’re looking for resources, there are thousands of books, podcasts, videos, and other media for almost any topic under the sun – do a quick search on the internet for your area of interest. There are also intentional communities that focus on certain subjects. I recommend joining a community simply because, in my experience, growth is best done in communion with others.

Of course, a great place to start for leadership development is right here with the Intentional Leader podcast! Check out our Intentional Leader Lab page on Facebook for a community of growth-minded leaders.

“Personal growth doesn’t happen by accident. It’s not an automatic process. If you want to guarantee growth, then you need a plan—something strategic, specific, and scheduled.”

— John Maxwell

If you’re looking for more resources, feel free to reach out to me for recommendations. Also, please drop some of your favorite resources in the comments (or the Facebook group), so other leaders can find them!

Tim is a young professional who chooses to lead himself and others intentionally. His life’s purpose is to create supportive communities so that others may thrive.

If you want to read more of his content, check out his website at intentionalleadershipexchange.com, or connect with him on LinkedIn.

Servant Leader Article - Final Image.png

Why Servant Leadership is Important in the Age of Individualism

April 29, 2021 by Cal Walters in Organizational Leadership, Self Management

By: Tim Janes

Servant leadership is a popular topic in managerial and leadership circles today. There are many opinions on what it actually is, whether it’s effective, and what outcomes it may produce in an organization. In this article, I will give a definition of servant leadership, discuss the potential organizational outcomes, and show why it is so important in the world today.

What is Servant Leadership?

Most people trace the term “servant leadership” back to Robert Greenleaf, who outlined what the role of a servant leader is, and why it is important to use the model of leadership in the workplace. Many studies have been done on the topic since then, and it’s hard to say that there is complete clarity into what a servant leader actually looks like. It doesn’t help that the term itself seems paradoxical – a leader who serves?

Isn’t it supposed to be the other way around?

Perhaps that is why servant leadership seems so radical; it seemingly calls one to actually lead through serving.

In order to define servant leadership, it helps to identify characteristics of a servant leader. A servant leader has many characteristics, including good listening, empathy, foresight, awareness, persuasion, and a strong focus towards others. They also have solid self-awareness, they conceptualize things well for others, and they hold a strong commitment to creating empowered community.

With the characteristics of a servant leader in mind, let’s turn to their role in the organization. A servant leader, like any leader, is tasked with bringing about the realization of organizational goals. However, their tasks don’t end with the goals of the organization; rather, they feel tasked to empower and grow employees, get things done ethically, and to facilitate positive organizational behavior. This contrasts with a traditional view of leadership, where the focus is on personal gain for the leader (and the organization) through accomplishing goals and hitting metrics. Instead, servant leaders focus on gain for other individuals and for the community as a whole.

So, what is servant leadership? It is ethically leading others through compassion, listening, and empowerment in order to promote growth of individuals and the community, thereby leading to positive organizational outcomes.

Outcomes, Strengths, and Potential Weaknesses

Many positive outcomes correlate to servant leadership. Chief among them is the creation of empowered individuals. Instead of hoarding power at the “top,” a servant leader chooses to give power to their subordinates and have power with them in accomplishing shared goals. Servant leaders believe that their followers are capable of growth, so they trust their followers to make decisions themselves. In this vein, a servant leader views their role as one of support – they look at what needs to be done and ask, “How can I support this person to help them realize their potential?”

Servant leadership leads to better job performance and organizational citizenship behavior. It also positively contributes to job satisfaction, organizational commitment, and trust.

In a study by Kiker et al. (see below), they described many of these findings along with other results. They found that males increase their job performance more than females in response to servant leadership. On the other hand, females’ positive sentiments increase more than males’. Interestingly, there were differences in results between non-profit and for-profit settings. While job performance increased more in non-profit settings than it did in for-profit settings, organizational citizenship behavior, job satisfaction, commitment, and trust all increased more in for-profit settings than in non-profit settings. Perhaps the increased positive sentiments in for-profit settings is due to the starkly contrasting nature of what people in the business sector are used to from leadership.

Kiker et al. also found that servant leadership is more effective when practiced at an organization-wide level than at the individual leader level. It seems that it’s more beneficial to infuse organizational operations with servant leadership on a grand scale than it is for individual leaders to adopt the model themselves. This may be due to one of the potential pitfalls of servant leadership: not everybody wants a servant leader. Some people just want to be told what to do, rather than to be empowered to make their own decisions.

Another concern raised by some researchers is that servant leadership requires the leader to give up other tenets common in leadership, such as directing, concern for production, goal setting, and creating a vision. However, I believe that view runs contrary to what servant leaders are called to do, which is to bravely execute a vision by helping others set their own goals that will contribute to the accomplishment of communal objectives that serve the greater whole.

There is one other major positive aspect of servant leadership: it may inspire others to become servant leaders. Therefore, there is a potential ripple effect that is waiting to be unleashed if leaders at the top of an organization are willing to adopt this leadership model. As the model makes its way down the organizational chart, empowered individuals adopt the same ideals. In doing so they turn around to serve those under their purview. Even individual contributors can adapt their personal leadership to the principles of servant leadership – leading themselves, their coworkers, and their customers with compassion and humanity, thereby creating deeper connections and commitment to one another.

Servant Leadership in the Age of Individualism

There is a vicious lie that leaders have been told throughout history: it’s all about you. Servant leadership flips that in the opposite direction: it’s all about them. In an age where we are bombarded with messages telling us that our priorities should be comfort, power, and safety for ourselves, it’s no wonder that servant leadership sits uneasily with many people. But isn’t that why it is so important to adopt it now?

As the Covid-19 pandemic ripped through the globe, we became more isolated from one another than we have been in modern history. As we come out of this pandemic, there is going to be an urgent need for leaders who can build supportive communities based on trust, compassion, and companionship. This is especially true as the next generation of people come into the workforce. Young workers will be entering work environments that require collaboration, after their formative years have been full of messages that call for radical individualism. They – and the experienced workforce – will need servant leaders to help them grow, feel fulfilled, and integrate into their teams.

Final Thoughts

Think about your own professional life. Specifically, think about the best leaders that you ever met. Were they focused on lording power over their subordinates, giving directives, and being intolerant of mistakes? Or, were they focused on giving power to their subordinates, encouraging thoughtful decision-making, and tolerating mistakes that lead to growth? The first scenario is a leader who is out for personal gain, while the second is likely a servant leader.

Servant leadership, though focused on others, starts with the individual. If you want to become a servant leader, it will require a journey of introspection, discernment, and personal growth. It takes constant time, effort, and mindfulness to maintain commitment to those that you serve, but the results speak for themselves.

Most importantly, remember to always lead with love, compassion, kindness, patience, and trust. Your people will reward you with commitment, loyalty, effort, growth, and success.

Tim is a young professional who chooses to lead himself and others intentionally. His life’s purpose is to create supportive communities so that others may thrive.

If you want to read more of his content, check out his website at intentionalleadershipexchange.com, or connect with him on LinkedIn.

Tim gives credit for the following sources for this blog post:

https://www.greenleaf.org/
Northouse, P. G. (2016). Leadership: theory and practice (7th ed.) (pp. 195-256). Los Angeles, CA: SAGE.
Kiker, D. S., Scully Callahan, J., & Kiker, M. B. (2019). Exploring the Boundaries of Servant Leadership: A Meta-Analysis of the Main and Moderating Effects of Servant Leadership on Behavioral and Affective Outcomes. Journal of Managerial Issues, 31(2), 172–197.

For more on servant leadership, listen to Intentional Leader’s podcast series on this topic.

Cal also recommends you check out Patrick Lencioni’s book, The Motive, where he talks about the two motivations of a leader.

The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities (J-B Lencioni Series)

By Lencioni, Patrick M.