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In a world where materialism and superficiality seem to reign supreme, it can be easy to lose sight of what truly matters – our worth and values. Our worth is not determined by the size of our bank accounts, the title on the door of our office, or the number of possessions we own. It is about the intrinsic value we hold as human beings, the qualities that make us unique and special. Values, on the other hand, are the principles and beliefs that guide our actions and decisions. They are the moral compass that directs us toward what is important and meaningful in our lives. Our values reflect what we hold dear, what we stand for, and what we are willing to fight for. In a society that often measures success in terms of external achievements, it is important to remember that these outward markers of success do not define our worth and values. True worth comes from within – from our character, integrity, and ability to empathize with others. It is about being kind, compassionate, and respectful towards us and others. These values and attributes are a critical component of leadership and the ability to effectively lead others. Titles and Worth How often do we find ourselves thinking that if we just had that title, or the big office, or the accouterments that come with a big paycheck? People may see that we’ve arrived in the world and with that recognition our self-worth would increase. Sounds a bit hollow, doesn’t it? In the competitive world of the workplace, many individuals find themselves constantly chasing after titles and promotions to advance their careers. While this drive and ambition can be a positive motivator, it is important to consider the potential drawbacks of this mindset. While this drive and ambition can be a positive motivator, it is important to consider the potential drawbacks of this mindset. Chasing after titles can often lead to a never-ending cycle of dissatisfaction and unfulfillment. No matter how many promotions or accolades one may receive, there will always be another title to chase after. This can create a sense of constant striving and discontent, as individuals may never feel truly satisfied with their accomplishments. This can truly be damaging to our feelings of worth. In addition, we may start to chip away at our values as the chase for how others see us becomes more important than the values that truly make us who we are, our inner core. Additionally, placing too much emphasis on titles and promotions can detract from the actual work being done. When individuals are solely focused on advancing their careers, they may lose sight of the bigger picture and forget about the importance of not only teamwork and collaboration but also personal well-being. It is crucial to remember that success in the workplace is not solely defined by one's title or position but by the impact one makes and the relationships we build with not only their colleagues but everyone in our circle of influence including our family and friends. How can you truly achieve this when our opinion of our self-worth is tied directly to who we are at work? Ultimately, while it is important to be ambitious and strive for success in the workplace, it is equally important to maintain a healthy perspective and remember that titles are not the sole measure of one's worth or success. By focusing on personal growth, maintaining a healthy work-life balance, and valuing collaboration and teamwork, individuals can build a fulfilling and successful career that goes beyond just chasing after titles. Developing Core Purpose Statements and Self-Worth Ultimately, your actions, behaviors, and successes are tied to your inner core and what you value. Take the time to identify your values and worth and consider how you can bring value to the world. Determine who you want to positively impact. The exercise of reflecting, writing, and, most importantly, believing in and living your CPS can greatly contribute to your self-worth, values, and success in both business and life. It is one of the most powerful exercises we can undertake to facilitate our personal growth and achievements. A CPS is the essence of living a life that is unique to you, highly personal, and Integral to your existence. It serves as a lens through which you: • View the world around you. • Set goals and take action. • Make choices based on your values, beliefs, and perceptions. • Make decisions through a process of analysis and elimination. • Measure satisfaction, which holds greater importance than mere "success." A CPS is an empowering, living document that helps us to live a meaningful life and is a reflection of our innermost being, born out of a profound connection with our inner core. It is a manifestation of our talents and strengths, showcasing our distinct ability to make a valuable contribution to the world. This purposeful existence caters to our fundamental human needs and embraces the physical, social/emotional, mental, and spiritual aspects of our being. It acknowledges and integrates all the important roles we play in life, be it personal, familial, professional, or societal. Most importantly, living a meaningful life is not about impressing others but about inspiring ourselves on a deeper level, reminding us of our true essence and worth. Why Is Worth Important In a world that is constantly changing and evolving, it is important to hold on to our worth and values as anchors that keep us grounded. They provide us with a sense of stability and direction in a rapidly shifting world. It is essential to take the time to reflect on our worth and values, to understand what truly matters to us and what we stand for. By clarifying our values and aligning our actions with them, we can live a more purposeful and authentic life. This may involve making difficult choices or standing up for what we believe in, even in the face of adversity. Our values serve as a roadmap for living a fulfilling and meaningful life. They help us prioritize what is truly important and make decisions that align with our core beliefs. When we live in alignment with our values, we experience a sense of authenticity and fulfillment that cannot be achieved through external validation alone. Wrapping Up Ultimately, our worth and values are what shape our character and define who we are as individuals. They are the foundation upon which we build our lives and make our mark on the world. By honoring our worth and staying true to our values, we can lead lives that are rich in meaning, purpose, and fulfillment. So, take the time to reflect on your worth and values. What matters most to you? What do you stand for? By living in alignment with your worth and values, you can create a life that is truly worth living. Reach out to me here if you want to discuss how executive coaching can help you improve as a leader. About the Author Rich Baron is the Director of Culture Transformation and Training as well as a Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Rich hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 70 countries and 600 cities across the globe.

Have you ever sat for hours, tweaking a piece of work? When it’s almost done you need to fix “just one more thing”? That one more thing becomes several more things until the finished product doesn’t even resemble what our initial intentions were. Not only does it become something we may not recognize, but how much wasted time was used in a futile attempt to get it just right? How about perfectionism as a leader? Your team’s work is never right until you give the final approval and then you must tweak their work to your satisfaction. If this sounds like you, you are not alone. There are perfectionist leaders in just about every workplace imaginable. Two Types of Perfectionist Leaders In my experience, there are two types of perfectionist leaders. The first type is the mature and prominent perfectionist. These perfectionists make excellent leaders due to their strong ethical principles and sense of right and wrong. They are trustworthy, reliable, and unwilling to take shortcuts, earning the trust of both employees and customers. These perfectionists are fair and objective decision-makers, treating all individuals equally and making decisions based on merit rather than personal relationships. They are also compassionate and understanding of human imperfections, striving for high-quality standards while acknowledging that perfection is unattainable. They prioritize delivering a product on time with a high-quality rating rather than delaying perfection indefinitely. Mature perfectionist leaders understand that 80% to 90% of a goal is realistic and achievable. They do not set unrealistic or unattainable goals for themselves or their teams. Instead, they focus on setting goals that are challenging yet realistic, knowing that they are more likely to succeed and maintain motivation and momentum when the goal is within reach. By setting realistic goals, healthy leaders can foster a positive and productive work environment, build trust and confidence within their team, and ultimately drive successful outcomes. The second type of perfectionist cannot see the big picture because they are too focused on making sure every tiny detail is flawless. This often leads to them getting bogged down in the minutiae and losing sight of the overall goal or objective. Instead of seeing the forest for the trees, they are fixated on each tree and may struggle to see how they all fit together. This narrow focus can hinder their ability to make strategic decisions or see alternative solutions, ultimately limiting their effectiveness in achieving success on a larger scale. Immature perfectionist leaders can create problems because they tend to focus on minor details and expect everything to be perfect, which can lead to micromanagement, lack of delegation, and decreased team morale. They may also struggle with taking risks and making decisions quickly, which can hinder progress and innovation. Additionally, their high standards can be unattainable and lead to unrealistic expectations for themselves and their team members. This can create a stressful work environment and ultimately hinder productivity and success. No process or person is perfect, and striving for perfection can be unhealthy and unrealistic. It's more important to focus on personal growth and self-acceptance rather than striving for an unattainable ideal or situation. Case in Point Bacillus Stearothermophilus is a rod-shaped, non-pathogenic, thermophilic, aerobic, spore-forming bacterium. It is a common inhabitant of soil, hot springs, desert sand, Arctic waters, ocean sediments, food, and compost. It can be found just about anywhere. Bacillus Stearothermophilus is extremely hard to kill, so hard to kill in fact that it is the target organism for the sterilization of medical devices. During my 20-plus-year career in medical devices, this was the target organism used to validate our sterilization process. All our products were sterilized in a dynamic-air-removal steam sterilizer. Dynamic-air-removal sterilization cycles can be either a pre-vacuum cycle, in which case air is actively removed by a series of pressure and vacuum phases before admission of steam, or by steam-flush-pressure pulsing (SFPP) in which case a series of steam flushes and pulses of pressure. To validate that the sterilization process works, we use a system called a decimal reduction time, or a D-value. A D-value is what it takes to kill 90% of the present Bacillus Stearothermophilus under specified conditions (time, sterilant, exposure temperature, relative humidity, pressure, package density, etc.). One D-value equals 20 seconds at 275° F, at 60 PSI, with a humidity ≥ 97%, which will kill 90% of the present Bacillus Stearothermophilus. To obtain sterilization, we would hold the product in the sterilization cycle for 4 minutes, or 12 D-Values. So, what do the results look like? The following shows the amount of all present Bacillus Stearothermophilus killed after each D-value. • 90% of all present Bacillus Stearothermophilus has been killed... • 99% • 99.9% • 99.99% • 99.999% • 99.9999% • 99.99999% • 99.999999% • 99.9999999% • 99.99999999% • 99.999999999% • 99.9999999999% This equals 99 and 10 billionth percent sterile (99.000000001%), 100% is not possible. We could go on for as many D-values as we want but will never obtain 100 % complete sterilization. So, does this mean that the product is not sterile, or safe to use? Remember that Bacillus Stearothermophilus is non-pathogenic, and if that organism is dead, so is everything else. So, the answer is yes, it is sterile and safe to use. Or perhaps did you just see that it was not 100% and triggered a nerve? Learning to be the Mature Perfectionist Leader 1. It is important to learn to relax and not be so intense in your pursuit of continuous improvement, as this intensity may intimidate others. Understand that everything won't fall apart if you don't address every issue immediately. Strive for excellence rather than perfection and take time to appreciate your achievements by slowing down. 2. It is important to be open to listening to the perspectives of others. Your coworkers may offer valuable insights that you may not have considered. By actively listening to others, you can increase your chances of success and make progress toward achieving your goals. 3. Take the time to be patient and listen to others, as what may be clear to you may not be as obvious to them. Demonstrating patience can help you earn respect from others while reacting with frustration or anger can result in resentment and contempt. 4. Acknowledge that there are different perspectives and approaches. It is common to feel frustrated when others do not conform to your expectations. It is important to understand that your idea of the correct way may vary from others. Both parties can be correct, as there are often multiple acceptable methods to achieve the same outcome. 5. Keep in mind that nobody is perfect, and that includes you. Instead of being overly critical of others, try to be more understanding and acknowledge your faults and imperfections. 6. Stop aiming for perfection. Your extremely high standards frustrate people and make it difficult for you to meet deadlines. Instead, learn to be satisfied with doing your best. You don't have to be flawless to be a great leader. Wrapping Up The problem with perfectionism is the unrealistic quest for standards, not only for ourselves but for others as well. This quest leads to feelings of dissatisfaction, anxiety, and stress. Perfectionists often struggle to accept mistakes or imperfections, which can negatively impact their relationships, work performance, and overall well-being. Additionally, the constant pursuit of perfection can prevent them from taking risks, trying new things, and ultimately experiencing personal growth and fulfillment. Perfectionists need to learn how to embrace imperfection, practice self-compassion, and prioritize their mental and emotional health. Trust me, your teams will thank you for it! Do you want to find out if perfectionism is one of your strengths or gaps, reach out to me here. About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Rich co-hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023, and again in 2024 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 70 countries and 650 cities across the globe.

When you think of great company culture, y ou might envision state-of-the-art campuses with on-premises gyms, ping-pong tables and free catered lunches with a gourmet coffee bar. If this is how you envision good organizational culture, you wouldn't be alone. All these things are nice to have, but do these perks make a strong company culture? The simple answer is no. The business world has conflated "perks and benefits" with "good company culture," with the assumption that perks are culture. While perks make for a nice bonus, they don’t matter if your employees hate how they feel at work. Laying the Foundation While amenities and perks can contribute to a positive work environment, a strong company culture goes beyond these superficial benefits. A truly strong company culture is built on values, beliefs, and behaviors that drive collaboration, innovation, and employee satisfaction. In short, good culture starts with a strong foundation. It is about fostering a sense of belonging, trust, and shared purpose among employees. Some key components of a strong company culture include: 1. Clear values and mission: A strong company culture is rooted in a clearly defined set of values and a compelling mission that employees can rally behind. This helps to create a sense of purpose and direction for everyone in the organization. 2. Employee engagement: A strong company culture prioritizes employee engagement and feedback. It creates opportunities for employees to voice their opinions, contribute ideas, and participate in decision-making processes. 3. Transparent communication: Open and honest communication is essential for a strong company culture. Transparent communication helps to build trust, foster collaboration, and ensure that everyone is on the same page. 4. Continuous learning and development: A strong company culture values ongoing learning and development. It provides opportunities for employees to grow and develop their skills, and encourages a culture of continuous improvement. 5. Diversity and inclusion: A strong company culture celebrates diversity and fosters an inclusive environment where employees from all backgrounds feel valued and respected. Ultimately, a strong company culture is about creating a positive work environment where employees feel engaged, motivated, and supported. Culture is truly about the mindsets that are ingrained in the organization. It’s about how employees treat each other, the level of trust and communication within the company, and the overall sense of belonging and purpose. Company culture is what ultimately drives employee satisfaction, engagement, and productivity. Some companies have a reputation for offering over-the-top perks in a bid to stand out from the competition and attract talent. While a game room for your employees or nap pods throughout the office may attract attention, employees are looking for perks that really matter to them and reflect their values. Listening to your employees can help your organization determine what they truly want from you. Perks Done Right Perks can help culture, and it's worth investing in the key perks that matter to employees, such as their health and the ability to be themselves at work. Wellbeing at work is about optimizing both mental and physical health, making your employees feel well-rounded and refreshed. One such company that has truly excelled in the use of perks for the wellbeing of their employees is UFirst Credit Union in Salt Lake City, Utah. A colleague of mine, Dr. Mike Smith, and I had the recent privilege of working with CEO, Jack Buttars, and his executive team. All of whom have been with UFirst CU for several years. Each of them recounted how in their early years with the organization, they did not know from day to day if they would still have a job. One of the team even kept a cardboard box in their office so they could pack up their belongings in a hurry. The culture was toxic, the leadership was toxic, and there was a level of uncertainty and fear about their futures. Because of their individual experience with the early years with this organization, they have collectively dedicated a significant amount of time to ensure the culture is one that is free from the concerns and fears that they personally experienced. After meeting with several of the employees, I can attest that the culture is one of engaged, dedicated people. As we toured the corporate office with Jack, each employee was greeted by name, and in turn, Jack was greeted with genuine enthusiasm as well. Not with the fear, or anxiety that I have witnessed in other organizations, but one of genuine respect and appreciation. Now let’s talk about the perks and amenities at UFirst CU. I have toured several companies and very few have the perks, benefits, and amenities that UFirst has invested in. Each of the areas that we were shown had been developed and created around the wellbeing of their employees. Workspaces, break areas, healthy snack and food options, places to gather, the list goes on. UFirst CU is truly an example of a culture first organization where the perks have been put in place for their employees, not in lieu of culture, but a part of it designed for the well-being of the employees. So, what types of perks can be beneficial to an already well-established culture. The following is a short list of perks and benefits that can truly sustain employee wellbeing: 1. Celebrating achievements: Recognizing and celebrating individual and team accomplishments, milestones, and successes can boost morale and create a culture of appreciation and recognition. Acknowledging employees' hard work and accomplishments can boost morale and motivation. This can be through verbal praise, awards, or even simple gestures like a thank you note. 2. Flexible work arrangements: Offering flexibility in work hours or remote work options can help employees manage their work-life balance better, leading to increased satisfaction and morale. 3. Professional development opportunities: Providing employees with opportunities for learning and growth can make them feel valued and invested in their careers, boosting morale. This can include training programs, seminars, workshops, or even educational reimbursements. 4. Wellness programs: Implementing wellness initiatives like fitness classes, mental health resources, or healthy snacks in the office can improve employees' overall well-being and morale. 5. Team building activities: Organizing team-building events can strengthen relationships among coworkers, improve communication, and create a more positive work environment. 6. Incentives and bonuses: Offering performance-based bonuses or incentives can motivate employees to work harder and achieve their goals, ultimately boosting morale. 7. Supportive management: Having supportive and approachable managers who listen to and appreciate their employees can make a significant impact on morale. Open communication and a positive working relationship between managers and their team members can create a more positive work culture. 8. Opportunities for advancement: Providing clear paths for career progression and growth within the organization can motivate employees to work towards their goals and increase morale. 9. Work-life balance initiatives: Offering benefits such as paid time off, parental leave, or flexible scheduling can help employees manage their personal and professional lives, leading to higher morale. 10. Employee appreciation events: Hosting events or activities to show appreciation for employees, such as a company picnic, holiday party, or a team outing, can boost morale and strengthen the sense of belonging within the organization. To truly build a positive company culture, leaders must focus on fostering open communication, providing opportunities for growth and development, recognizing great talent, celebrating achievements, and creating a supportive and empathetic work environment. These elements are essential for creating a culture where employees feel valued, respected, and motivated to do their best work. Wrapping Up While perks and benefits can enhance the employee experience, they are not the foundation of a strong company culture. To create a positive and thriving work environment, organizations must prioritize building a culture that is based on trust, respect, and genuine care for their employees. By focusing on creating a positive company culture, organizations can cultivate a sense of community, loyalty, and engagement among employees. This, in turn, can lead to higher employee retention rates, increased productivity, improved teamwork, and ultimately, greater business success. So, while perks and benefits are nice to have, they are not the key to building a truly great company culture. However, if the culture is toxic, and the engagement level of the employees is non-existent, the senior team can take turns at the ping-pong table while sipping on the gourmet coffee before deciding who gets to turn the lights off. Think about it! Are you interested in great organizational culture? Reach out to me here . About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Rich co-hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023, and again in 2024 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 70 countries and 650 cities across the globe.

In addition to being an Executive Coach, I have had the opportunity to work as a volunteer job coach for the past four years in a professional job networking group. This has truly been one of the greatest blessings in my life to work with so many wonderful people. Above all, my goal as a volunteer job coach is to empower individuals to regain control over their career trajectory and instill a sense of hope for a better future. I believe that everyone deserves to find fulfilling work, and I am grateful for the opportunity to serve others during their time of need. However, one of the issues I see time and again is the fear of rejection. When job seekers have spent a significant amount of time in their careers or with a specific organization, the fear of rejection can be particularly paralyzing. These individuals may have built up a strong sense of identity and competence within their current role, and the thought of being rejected for a new position can be extremely daunting. One reason for this fear is the potential for a blow to their self-esteem. After investing years of their lives into a specific career path or organization, being rejected can make them question their abilities and worth. They may fear that a rejection could impact their professional relationships and damage their reputation. The fear of judgment from peers and colleagues can be particularly crippling. It can be a significant barrier to taking the risk of applying for new positions. Moreover, long-term job seekers may also worry about how their experience and qualifications will be perceived by employers. They may fear that potential employers will view their long tenure in a specific role or company as a negative, implying limited adaptability or a lack of ambition. This fear can be a significant barrier to taking the risk of applying for new positions, seeking new opportunities, or even pursuing growth in a future position or organization. Frankly, rejection is a universal experience, but what if I told you that beyond that fear lies the key to a bold and courageous life? Reframing Rejection As job seekers navigate through the turbulent waters of the job search, they will encounter obstacles and setbacks. Rejection is one of those obstacles that you will inevitably encounter. However, by knowing that rejection is just a temporary visitor. You remind yourself that every failure is an opportunity for learning for improvement. Rejection can teach us valuable lessons about ourselves and our goals. It pushes us to evaluate our actions, beliefs, and approaches, helping us learn from our shortcomings and make necessary adjustments. It encourages us to reflect on what we truly want and what aligns with our values. Through this process, we can gain clarity, resilience, and determination to pursue our dreams. Rejection can also catalyze personal growth. It invites us to step out of our comfort zone and face our fears. When we confront rejection head-on, we build resilience and develop a stronger sense of self. Each rejection becomes a steppingstone that brings us closer to our goals, as we learn to handle setbacks and push past our own limiting beliefs. By reframing rejection, we can see it as an opportunity for growth and self-improvement. Instead of viewing it as a negative judgment of our worth, we can recognize that it simply means that a particular path or person may not be the right fit for us at that moment. This perspective allows us to free ourselves from the fear of rejection's grip and move forward with confidence and resilience. Rejection can teach us valuable lessons about ourselves and our goals. It pushes us to evaluate our actions, beliefs, and approaches, helping us learn from our shortcomings and make necessary adjustments. It encourages us to reflect on what we truly want and what aligns with our values. Through this process, we can gain clarity, resilience, and determination to pursue our dreams. Additionally, reframing rejection allows us to detach our self-worth from external validation. Instead of seeking approval from others, we focus on cultivating self-acceptance and self-belief. We understand that our worth is not dependent on the opinions or acceptance of others. This shift in perspective empowers us to embrace our authentic selves and pursue what truly fulfills us, regardless of external judgments. Beyond Rejection Rejection is a common part of the job search process, but it can be disheartening and challenging to navigate. If there are 250 applicants for a position, 249 will be rejected. However, it's important not to let rejection discourage you from pursuing your career goals. Instead, view it as an opportunity for growth and learning. Beyond the fear of rejection lies a world full of untapped potential. Each rejection you overcome brings you closer to the person you aspire to be. You meet new people, explore new ideas, and discover hidden talents within yourself. It is in the face of fear that you uncover your true capabilities. Let’s look at some of the tools you can use to rid yourself of the fear of rejection and find that untapped potential. 1. Practice Self-Empathy - I am not talking about feeling sorry for yourself, self-empathy is not the same as self-compassion. Self-compassion involves treating yourself with the same kindness, concern, and support you’d show to a good friend. Self-empathy simply requires you to notice and recognize what is happening in you. Take the time to feel the emotions that arise, whether they are anger, sadness, or pain. Know that it is okay to experience these emotions and know they will not last forever, and then take action to recognize rejection for what it is and move on (a special thank you to my niece, Brittney, for reminding me that taking the time to grieve and reflect is necessary to clear the air and move forward). 2. Shift Your Mindset - One of the first steps in conquering the fear of rejection is to shift your mindset. Instead of seeing rejection as a personal failure or a reflection of our worth, we can view it as a life lesson in success. Every rejection is simply a redirection towards something better suited for us. 3. Push Beyond Your Comfort Zone - Life truly begins at the end of our comfort zones. For many, this is difficult and frightening to comprehend. However, when you take a deep breath and leap into the unknown, leaving behind the safety of what you once knew, the ground disappears beneath you, and a newfound freedom envelops your spirit. The fear of rejection may still linger, but now it is intertwined with hope and the possibility of growth. As you continue to push beyond your comfort zone, you begin to see the world from a different perspective. The once intimidating aspect of your job search now becomes less daunting, and the fear of rejection starts to lose its power to intimidate. 4. Fight Rejection with Resilience - Another powerful tool in overcoming the fear of rejection is resilience. Rejection and failure are inevitable in life, no matter how talented or likable we may be. By developing resilience, we bounce back from rejection stronger and more determined than ever before. We embrace failure as a crucial part of the journey and view each rejection as an opportunity to grow. With each rejection, you become more resilient and better equipped to face the next hurdle. You learn to refine your approach, to adapt and adjust. You realize that failure is not an indication of your worth or abilities but rather a crucial step towards a stronger version of yourself. 5. Cultivate Self-Confidence and Self-Worth - By recognizing and valuing our unique strengths and abilities, we build a solid foundation of self-assurance. Do not become stagnant during your job search but rather continuously challenge yourself to learn and grow. This can be through acquiring new skills, seeking new knowledge, or pushing yourself to take on new and exciting opportunities. The more you invest in your personal growth, the stronger your self-confidence and self-worth will become. This inner strength allows us to weather the storms of rejection, knowing that we can achieve greatness. 6. Perseverance and Grit - I emphasize the importance of perseverance and resilience (grit) in the face of any challenge in our lives. The job search can be a long and arduous journey, and individuals need to maintain their motivation and continue putting in the effort. Provide yourself with strategies to stay organized, track progress, and don’t forget to celebrate small victories along the way to keep the momentum going. Set realistic goals and challenge yourself every day to be better than you were yesterday. Most importantly, do not ever give up on yourself as this may be the most important learning experience in your life. Embrace the time you have to improve. 7. Inventory Your Unique Skills and Talents - I help those I work with in their job search to recognize their unique skills, strengths, and accomplishments, and teach them how to effectively communicate these qualities to potential employers. I challenge them to take a personal inventory of their unique skills and talents by writing them down using pen and paper, not on a computer or tablet. skills and talents truly This is not a resume, but rather a brain dump that allows you to take a deep look at how valuable you are. By highlighting your unique achievements, skills, and talents, rejection then becomes viewed as a temporary setback rather than a personal failure. 8. Surround Yourself with a Support Group - It is essential to surround ourselves with a supportive network of friends, family, and mentors. These individuals can provide comfort, guidance, and encouragement when we face rejection. Their belief in us can help us push through our fears and continue pursuing our dreams. There are few times in life that you will feel as much stress as during a job search. Being surrounded by those who truly care for you and want to see you succeed can truly dampen the impact of rejection. Most importantly, if you feel that you are struggling more than you feel you are capable of, your support group can be there to help you see the light of day. Wrapping Up So, dear reader, embrace the fear of rejection. See it as a catalyst for growth and transformation. Take that leap off the metaphorical cliff and dive into the unknown. Beyond fear lies a world full of possibilities, waiting to be explored by those courageous enough to embrace rejection as a part of the journey towards the next best version of yourself. Let us dive into the unknown, hand in hand, supporting each other as we explore the empowering journey beyond fear. Together, we will rise above the stormy sea, embracing rejection as a catalyst for growth and becoming the architects of our destinies. Life truly begins when we can face our fears, accept that rejection is part of life, and realize that it is through rejection that we grow, learn, and ultimately live a more fulfilling and authentic life. Reach out to me and let's talk about your job search. This blog is dedicated to all of the job seekers that I have been honored to be part of their lives. I have been blessed by each of you and have learned so many powerful life lessons. Thank you! About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Together with his coaching partner, Maikel Bailey, Rich hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023, and again in 2024 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 60 countries and 550 cities across the globe.

“A hero is no braver than an ordinary man, but he is brave five minutes longer.” – Ralph Waldo Emerson. As I think back, there are so many people that I have looked up to throughout my life. Many of them I considered a personal hero. When I think of a hero, I think of someone brave, strong, hardworking, trustworthy, and unselfish. Someone who can protect you and make life better. Everyone has someone they look up to and want to be just like one day and everyone has different opinions and who a true hero is. The fascination with heroes can be attributed to several factors. First and foremost, heroes embody qualities and virtues that we admire and aspire to have ourselves. They are usually courageous, and selfless, and possess exceptional skills or abilities. Their actions inspire us and give us hope that we too can make a difference in the world. Additionally, stories about heroes often serve as a form of escapism. They transport us to worlds where good triumphs over evil, where justice is served, and where ordinary individuals can rise above their limitations to achieve greatness. Heroes accomplish well-defined feats of courage in the arena of life. They disarm droves of enemy combatants singlehandedly. They rescue hostages against all odds, and they volunteer for seemingly impossible missions. In a world filled with challenges and uncertainties, these stories provide a sense of comfort and reassurance. So, can leaders and heroes be the same? The simple answer is no. The reason for this is that Heroes and Leaders are distinct entities, and it is crucial to recognize this distinction while considering the most effective ways of leading our organizations. The main difference is consistency and the fact that heroes do not have to influence others. A leader, on the other hand, is expected to bring out the best in his followers. The leader must set an example and he must gain trust. A leader must be consistent, assimilating these qualities into his character. Let’s look at some of the differences between Leaders and heroes: 1. Leaders are responsible for creating and implementing a clear vision and direction for the organization. They set goals, develop strategies, and make decisions based on the big picture. Heroes, on the other hand, are often focused on individual achievements and solving immediate problems. They may excel in their specific tasks and receive recognition for their accomplishments, but they may lack the ability to lead others and provide long-term solutions. 2. Leaders need to inspire and motivate their team members, fostering collaboration and building a strong sense of unity. They must be able to communicate effectively, delegate tasks, and provide guidance to ensure that everyone is working towards common goals. Heroes may have individual charisma and the ability to garner attention, but they may not possess the necessary skills to inspire and guide others. They may not prioritize the development of their team members or invest time and effort into building relationships and trust. 3. Leaders are also responsible for managing the resources and processes of the organization. They are accountable for the overall performance and success of the team or organization. They need to be able to adapt to changes, overcome obstacles, and make tough decisions when necessary. Heroes fulfill essential roles. They excel at problem-solving, accomplishing remarkable feats, and inspiring captivating narratives. Heroes may excel in solving specific problems or achieving short-term goals, but they may lack the ability to manage the bigger picture. Their presence is desired and admired, and they are elevated to a position of adulation. 4. Both heroes and leaders show courage. They are willing to go above and beyond the call of duty. They sacrifice themselves for the greater good and complete seemingly impossible tasks. The main difference is consistency and the fact that heroes do not have to influence others. A leader, on the other hand, is expected to bring out the best in his followers. The leader must set an example and they have to gain trust. A leader must be consistent, assimilating these qualities into his character. 5. A hero reacts to events on a tactical level. The leader acts strategically. It is not accurate to categorize leaders as heroes. While leaders possess certain qualities and skills that make them effective in guiding and inspiring others, they are still human and have their limitations. Heroes typically possess extraordinary powers or abilities that are not found in regular individuals. Additionally, leaders may encounter challenges, make mistakes, and face criticism, which contrasts with the idea of heroes always succeeding and being invulnerable. A Leader Makes Things Happen Leaders may have well-defined deeds on their records as well, but their value does not lie in heroics. An intelligent leader sees the big picture. They strategize, plan, and execute. Great leaders may inspire heroism in their followers, and when that happens, they see it as a positive development. Over the years I have come to realize that those people that I truly admired in my life was not due to heroics, but authentic leadership. Not just in the organizational sense, but those types of leaders who were true servant leaders in all aspects of their lives. Here is a list of those qualities that I feel make leaders greater than heroes: • Long-term impact: While heroes may have immediate and impactful actions, their influence tends to be short-lived. On the other hand, leaders focus on creating sustainable change by implementing long-term strategies and solutions. They prioritize the overall growth and development of their teams and organizations. • Versatility: Heroes often possess exceptional skills or abilities that make them great in specific circumstances or crises. However, leaders are adaptable and can effectively navigate different situations and challenges. They can make strategic decisions, inspire and motivate their teams, and provide guidance in various areas. • Collaboration and teamwork: Leaders understand the importance of collaboration and team synergy. They promote cooperation, communication, and coordination among team members, which leads to more effective outcomes. Heroes, on the other hand, often rely on their abilities and can sometimes overshadow or overlook the contributions of others. • Empowerment: Leaders focus on empowering others by delegating responsibilities, fostering skill development, and encouraging growth. They create a supportive environment where individuals can reach their full potential, contributing to the overall success of the team or organization. Heroes, in contrast, tend to be more individualistic in their approach. • Ethical decision-making: Leaders prioritize ethical decision-making by considering the impact of their actions on all stakeholders involved. They consider the values and principles that guide their decisions, ensuring fairness, transparency, and integrity. Heroes, while often acting with good intentions, may sometimes prioritize immediate results over ethical considerations. • Sustainability: Leaders think not only about short-term wins but also about the long-term sustainability of their organizations. They focus on building a strong foundation, cultivating a positive culture, and aligning their actions with the organization's mission and values. Heroes may achieve remarkable feats at the moment, but their actions may not always contribute to sustainable growth and success. A great leader is constantly inspiring those around them. Leadership is about defining “the mission” and empowering others to help complete it. Earning respect and wielding influence are the specific tasks of the leader. A leader must be a constant source of long-term inspiration for their followers. Wrapping Up Acts of heroism are often impulsive and as such do not take a measure of true character. Sports heroes, celebrities, as well as business heroes, have proven countless times that heroism is difficult to sustain over time. However, unlike heroics, leadership can be learned, developed, improved, and sustained over time. Leadership training helps leaders discover their strengths and weaknesses, influence others through specific techniques, and earn the respect of those they lead. Through leadership training, leaders gain the ability to develop plans to overcome their weaknesses. They become capable of seeing the “big picture” and acting or reacting to events on a strategic level. Overall, well-trained leaders bring stability, vision, collaboration, and sustainable change to their teams and organizations. While heroes may shine in specific situations, it is the consistent leadership approach that brings long-term success and growth. About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Rich co-hosts "Mainline Executive Coaching ACT," a podcast acknowledged by FeedSpot in 2023, and again in 2024 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 60 countries and 550 cities across the globe.

I am in a unique position. As both an executive coach, as well as a job coach, I have been able to see this issue from both sides. The issue that I am referring to is age discrimination of older workers. And when I say older workers, I mean anyone over 40 years of age, which is when age discrimination starts to raise its ugly head. Despite legal protections in place, age discrimination remains a prevalent issue in the workplace, particularly for older workers. As an executive coach, I have witnessed numerous instances where highly experienced and qualified individuals are overlooked or undervalued simply because of their age. On the other hand, as a job coach, I have had clients who have struggled to secure employment solely due to their age. In 1967, the Age Discrimination in Employment Act (ADEA) was created to protect people from discrimination and harassment in the workplace. While this was a very positive step toward protecting workers’ rights, age discrimination and harassment still occur in every industry and sector today. In a survey conducted by AARP, two out of three workers aged 45 and older said they had seen or experienced age discrimination at work. AARP also found that there are significant differences between the genders when it comes to age discrimination. In the same age group as the previous survey, 72% of women said they think people face age discrimination at work while only 57% of men agreed. Flawed Perceptions Some of the remarks that I have heard either firsthand, or from my clients can come from flawed perceptions, age bias, or complete ignorance of the value that older workers bring to the workforce. Here are some examples: They do not have the same energy as younger workers. They will not be comfortable working for a younger boss. Their past salary was too large; therefore, they will not be happy with what we offer. They are too set in their ways and will not have the flexibility to work with a younger team. Their skills are behind the times. They are not familiar with current technology. They will have more health issues and miss more time than younger workers. These stereotypes, however, are often not based on actual evidence and fail to acknowledge the wealth of experience and wisdom older workers can bring to an organization. Research has shown that older workers tend to have lower rates of absenteeism, greater productivity, and a stronger work ethic compared to their younger counterparts. Furthermore, age discrimination not only affects individuals financially and emotionally, but it also has broader societal implications. In a time of increasing longevity, organizations must make the most of the diverse skills and perspectives of all age groups. By dismissing older workers, businesses miss out on a significant talent pool and deprive themselves of valuable insights and expertise. Too Old to Play in the Sandbox The tech industry has been experiencing tremendous growth in recent years, and my home state of Utah has become a significant player in this sector. As a job coach, my role is to assist individuals in their career development and help them navigate the job market effectively. The majority of the job seekers I work with seek roles in software development, data analysis, cybersecurity, web design, and other technology-related fields. With the presence of prominent tech companies and startups in Utah, including Adobe, Qualtrics, and Pluralsight, there is a wide variety of positions available. That is if you are 35 or younger. According to Smart Insights , here are the current average ages of those employees that make up these tech industry giants: AOL - 27 Meta (Facebook) - 28 LinkedIn - 29 Salesforce - 29 Google - 30 Apple - 31 Amazon - 31 Yahoo - 31 eBay - 32 Adobe - 33 Microsoft - 33 Dell - 36 IBM - 38 Oracle - 39 HP - 39 The tech industries are not the only areas where younger employees are hired over older employees. The Bureau of Labor Statistics reports the following median ages for a selection of industries: Hospitality - 31 Wholesale & Retail - 39 Construction - 42 Professional & Business Services - 42 Education - 43 Financial - 44 Manufacturing - 44 Transportation & Utilities - 45 Based on these findings, it truly appears that we are indeed washing the gray hair out of our businesses. Leadership and the Age Factor According to a survey conducted by groups such as Deloitte, HBR, Kaiser Leadership Solutions, and Gallup, the global state of leadership is in serious trouble. These studies show that as many as 75% of all global leaders are failing, and some studies show that less than 10% of leaders have the versatility and timing to be effective in any type of organizational crisis. As an executive coach working with several organizations both locally and globally, I can attest to the fact that there is a serious issue in organizations where leadership development has become an afterthought instead of a critical priority. In a column for the Harvard Business Review Blog Network, Jack Zenger unveiled a startling and troubling fact: We wait too long to train leaders. Citing research from his consulting agency, he revealed that in their database of some 17,000 worldwide leaders participating in their training programs, the average age for first-time leadership training was 42. More than half were between 36 and 49. Less than 10 percent were under 30, and less than 5 percent were under 27. The results also pointed to another disturbing fact: the average age of supervisors in those firms was 33. The typical individual in those companies became a supervisor around age 30 and remained in the role for nine years. The result? Most of these individuals are not getting any leadership training at all as supervisors. They have been operating organizations untrained, on average, for over a decade. Based on these surveys, coupled with the average ages in today's organizations, is it any wonder that stress, burnout, toxic leadership, substandard culture, and turnover in leadership roles are higher than it has ever been? The Case for More Gray in the Workplace One of the main reasons employers practice age discrimination is the assumption that older workers are less productive and less adaptable to new technologies. However, studies have shown that older workers bring a wealth of experience, expertise, and stability to the workplace. They often have a strong work ethic, and excellent problem-solving skills, and are more likely to stay with an organization long-term. Moreover, older workers tend to have lower turnover rates, reducing recruitment and training costs for employers. They also have a lower likelihood of engaging in risky behavior or making impulsive decisions, contributing to a more stable and reliable work environment. Another unfounded assumption is that older workers are not as capable of learning new skills or keeping up with advancements in technology. In reality, many older workers have a strong desire to learn and adapt. They may have a proven track record of successfully acclimating to new technologies and processes throughout their careers. Furthermore, older workers often have a more extensive professional network and are skilled at building relationships with clients and customers. They bring valuable insights from their years of experience, which can lead to better decision-making and problem-solving. As leaders, older workers have had the experience of dealing with crises in the workplace. This experience is invaluable and can help younger leaders face those issues with much more confidence. Combating Age Discrimination There are several ways that organizations can resolve the issues with age discrimination. Here are a few examples. Establish a Policy: Employers should clearly define acts of age discrimination and create instructions on how company leaders should address instances. Make sure all employees are aware of this policy. Rethink Your Interview Processes: There are certain questions that should be avoided during interviews with potential employees. Asking a candidate their age, when they plan to marry or if they want children, or when they hope to retire should not be part of your interview questions. Review Existing Policies & Procedures: Indirect age discrimination can also occur in the workplace. It is beneficial to examine any areas where there are biases, such as in recruitment practices, sick leave policies, or training processes. Enforce Non-Discriminatory Practices - For employers, layoffs can bring concerns about the proper and legal ways to let employees go. In many instances, eliminating an entire department can avoid any appearance of age discrimination, but this is not always the best-case scenario. In any situation, it is imperative to hire an employment law attorney to ensure that your company complies with the law. For older workers looking for new employment, polishing your interview skills and resumes must become critical priorities in your job search. Here are a few examples of what you may need to work on: Meet Expectations for Professionalism and Reliability: Emphasize how colleagues, clients, and management have depended on you throughout your career. Share specifics on how you contributed to critical projects including quantifiable results. Ensure you have gaps in your resume covered with legitimate reasons you can explain during an interview. Address the Skills Gaps: Keeping updated on current technology and trends is imperative at any age, get the needed education and certifications to show you are ready for today's challenges. Be ready to show specific examples of how you used your skills and talents to address gaps and solve problems. Talk specifically about the soft skills that come with leadership. Counter Negative Perceptions: Be able to walk through 30-60-90 day plans. Demonstrate flexibility and commitment with specific examples. Talk about working with inter-generational teams. Don't assume that just because the recruiter of interviewer is younger, that they will automatically reject you. Polish your Interview Techniques: Avoid the overconfidence effect as if it were the plague! Practice your interviewing skills as often as possible and ask for an honest critique of your skills. Don't just tell them you are capable because you have several years of experience, show tangible results. Wrapping Up The absolute truth, and one that none of us can avoid is that we will all age with time. Nothing we do will stop the aging process, or the need to work and financially take care of ourselves and our families. The oldest millennials are now in their early forties. However, there is a silver lining (pun intended) to all of this. Older workers make up the largest growing sector of the workforce and by the end of the decade, there will be 150 million more workers over the age of 55. Japan is already at the vanguard of this with almost 40% of the workforce over age 55. Europe and the U.S. are not far behind, with anywhere from 25 to 30% of the workforce being in their mid-fifties. It will come as no surprise that companies who invest in recruiting, retaining, reskilling, and respecting the strengths of this group will set themselves up for success as the demographics of the workforce continue to shift. And for those "gray hairs" that are reading this, keeping current on skills, technology, business trends, and leadership skills will carry you long into the future. About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Together with his coaching partner, Maikel Bailey, Rich hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023, and again in 2024 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 60 countries and 550 cities across the globe.

Many of us struggle with limiting beliefs and do not realize it until someone brings it to our attention. Once we notice them, it’s important we face them — limiting beliefs narrow your scope of vision for the life you have the potential to lead. They may sound something like, “I’m not cut out for that promotion,” or, “I’m definitely not talented enough to accomplish that.” Your thoughts might sound different depending on the area you’re struggling with, but at the end of the day, the overarching message of limiting beliefs is the same: I’m not good enough to accomplish my goal. Limiting beliefs make it near impossible to try something spontaneous or something "big" without a negative voice in your head saying something like, "Hold on there, Not so fast!" How many times have we told ourselves these following statements: I can't do that I shouldn't apply for that job because I am not good enough I tried once and it didn't work I am just not smart enough I didn't go to a blue-chip school It's too late to pursue my dreams Those people are better than me My boss told me I shouldn't try because I am not good enough I am not a great leader Do any of these sound familiar? These sentences come from a fixed mindset—with all the conviction of beliefs that someone may have been holding on to since they were in their youth. Where Do Limiting Beliefs Start Many of our limiting beliefs come from experiences that are often laced with shame, embarrassment, or fear. Once we "decide" we are not good at something, we might also decide we are not good at anything related such as sports, art, leading others, the list goes on. More often than not, this is the case — a huge limiting belief can be formed in a moment, or through several small moments that culminate into a belief you carry throughout adulthood. For example, a high school teacher may have given bad feedback on a writing project and then told them to focus their energy on other subjects. As an executive coach, I often run into this problem with clients who have at one time or another in their career been put down on a project, or been told their idea was frivolous. In hindsight, it might be easy to brush off such a thing, but if you never take the time to discover and challenge the root of the belief, you’re denying yourself the opportunity to be free of it. As a leader, you must find a way to overcome such beliefs — an important part of being an effective leader is seeing the unlimited potential in your employees, and how can you do that if you cannot see your own potential? Changing Perspectives – Getting a Different Point of View Getting stuck in a limiting belief can happen because we are stuck in the way we view that limiting belief, which then limits our thinking and actions (a fixed mindset). That is to say, we are not fully aware of our limiting beliefs. We see that limiting beliefs restrict our ability to see ourselves honestly and objectively. We tell ourselves, that’s just the way it is or how I am. Often, we lose our ability to be objective and see ourselves separate from our limiting beliefs. We falsely believe that we and the limiting belief are the same. Stated another way, we create limiting beliefs in such a way that the limiting belief defines and restricts our resourcefulness. Those beliefs limit our ingenuity, curtail our power to act, and even our ability to deal with our limiting beliefs. When we require more power and determination – grit (perseverance and diligence) – those are the very traits we believe we don’t have enough of, which then keeps us from making the desired change. With these self-limiting actions, we then justify not taking effective action, i.e., exercising enough faith to overcome the limiting belief. Another way to view this is that we have inadvertently wired our brains so that it is hard, maybe very difficult, to see ourselves and this limiting belief in any other way, whether intellectual, emotional, or physical. The result is that we innocently victimize ourselves with this limiting belief allowing it to control us rather than us being in control. First Things First The first step in overcoming limiting beliefs is recognizing and acknowledging them. Your first instinct might be to push down on them as they arise, but this will not stop them from occurring again and again. Once you take the time to recognize and acknowledge that limiting belief, you can begin the journey to overcoming it. The next step is to look for the root of the limiting belief. For example, let’s imagine the marketing team asks an executive for their input on a new campaign they’re putting together for the company. The executive immediately responds, “Oh, I won’t be able to help. I’m not creative at all.” However, due to the nature of some of our more inhibiting limiting beliefs, shaking them off is not a one-step process. Some of these negative thoughts are so deeply ingrained, that they feel impossible to overcome. In fact, we might be really resistant to changing this part of our identity. Some of our limiting beliefs might also be part of our core beliefs. If your belief is rooted in an anecdotal story that is 20 years old, if it's a barrier to the next step you'd like to take, or if it's something that just seems pretty scary, try to uproot it. Ask yourself these questions: Is my limiting belief closer to fact or closer to an excuse? Is my limited belief rooted in fear, or specifically, fear of rejection? Did I decide on my own limiting belief or did someone else assign it? Would my life be better without this limiting belief? Imagine how. What are new beliefs that I can replace my most limiting beliefs with? How would that feel? Wrapping Up We all have limiting beliefs of one kind or another. Some we see, and with others, we seem to be blind. For example, has a spouse, family member, or close friend told you something about yourself that surprised you or you found hard to believe, something that might be considered a negative trait? Perhaps that you should be more patient, less of a know-it-all, more confident, less critical of others, less complaining or blaming, less demanding, or not so hard on yourself. Or was it something else? T he point is that none of us are perfect. We all have work to do. However, in order to change, y ou must replace your limiting beliefs with empowering beliefs. This is easier to do when you’ve discovered the root of the problem and can come up with appropriate counterbeliefs. Remember the example, once that executive discovers the root of their problem, it will be easier for them to say, “Well, no — actually, I have creative ideas all the time. The last time I led a campaign, I knocked it out of the park. I can do this.” If you want to learn more about limiting beliefs and how executive coaching can help you, contact me and let's talk. Take our Five Fears Survey and find out what it is that is holding you back About the Authors Rich Baron and Maikel Bailey hold the esteemed title of Master Certified Intelligent Leadership Executive Coach. With a wealth of combined expertise spanning over 50 years, they excel in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Together, they host "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 60 countries and 550 cities across the globe.

So often, we find the greatest truths and wisdom through a paradox. When we encounter a paradox, it challenges our conventional thinking and forces us to question our assumptions. It highlights the complexity and multifaceted nature of reality, presenting us with a contradiction that cannot be easily resolved. The beauty of paradoxes lies in their ability to provoke deep reflection and expand our understanding. They push us beyond the limitations of binary thinking and encourage us to explore the nuances and contradictions that exist in the world. Paradoxes often reveal deeper truths that are not immediately apparent. They compel us to reevaluate our beliefs and consider alternative perspectives. By grappling with the tension and ambiguity inherent in paradoxes, we gain insight into the complexities of life and gain a more comprehensive understanding of reality. Furthermore, paradoxes teach us the importance of embracing uncertainty and embracing contradictions. Instead of seeking neat and tidy solutions, paradoxes remind us that the world is full of complexity and paradoxical situations. They encourage us to embrace ambiguity and embrace the idea that multiple truths can coexist. In this way, paradoxes challenge our preconceived notions and invite us to broaden our perspectives. They push us to think critically, question assumptions, and seek out new ways of understanding the world. Through experience and contemplation, we can begin to unravel the mysteries of paradoxes. The Stockdale Paradox The Stockdale Paradox is one such concept that was first put forward in Jim Collin’s book, "Good to Great." Admiral James Stockdale's experiences as a prisoner of war in Vietnam are a testament to his resilience, courage, and unwavering commitment to his fellow prisoners. Admiral Stockdale was shot down on September 9, 1965, during a mission over North Vietnam. After ejecting from his plane, he landed in a small village where he was captured, severely beaten, and taken as a prisoner of war. These events marked the beginning of his seven and a half years of captivity in the infamous Hỏa Lò Prison, often referred to as the "Hanoi Hilton." Despite enduring immense physical and psychological torture, Stockdale remained steadfast in upholding a code of conduct and organizing resistance among the prisoners. His actions, such as creating a system to govern torture, secret communications, and behavior, demonstrated his leadership and dedication to maintaining a sense of order and camaraderie in a harrowing environment. The torture and injuries he suffered during his captivity, including the deliberate breaking of his leg, highlight the extent of the physical and emotional pain endured by him and his fellow prisoners. Stockdale's determination to resist propaganda and protect his fellow prisoners led him to intentionally disfigure himself and endure self-inflicted harm. His willingness to sacrifice physically rather than compromise his integrity showcases his indomitable spirit and commitment to his principles. Through it all, Stockdale's resilience and exemplary leadership served as a beacon of hope for his comrades. His ability to balance optimism with the stark realities of their situation, as encapsulated in the Stockdale Paradox, undoubtedly played a crucial role in their survival and eventual release. When Stockdale was asked which prisoners didn't make it out of Vietnam, he replied: Oh, that's easy, the optimists. Oh, they were the ones who said, 'We're going to be out by Christmas.' And Christmas would come, and Christmas would go. Then they'd say, 'We're going to be out by Easter.' And Easter would come, and Easter would go. And then Thanksgiving, and then it would be Christmas again. And they died of a broken heart. This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be. This is the Stockdale Paradox. Applying the Stockdale Paradox to Ourselves While positive visualization and mindset shifts do play a crucial role in achieving success and happiness, they are not the sole determinants. The belief that simply changing our mindset will magically bring us everything we desire can be misleading. It is important to recognize that success and accomplishment require action, effort, and a combination of various factors such as skills, knowledge, opportunities, and grit. Merely visualizing a goal or having a positive mindset is not enough without taking concrete steps toward its realization. The proliferation of "business gurus" and motivational speakers offering quick fixes and shortcuts can give a false sense of security. While their talks and advice may provide initial inspiration, ultimately a sustainable path to success comes from a combination of self-belief, hard work, adaptability, perseverance, and a willingness to learn from both successes and failures. It is essential to strike a balance between acknowledging the challenges and maintaining the motivation and resilience needed to keep pursuing one's goals. The paradox lies in being aware of the potential obstacles and setbacks while maintaining hope and working towards one's goals. It's about acknowledging the reality of the situation while also staying optimistic and focused on the possibilities for positive outcomes. By embracing the paradox, individuals can channel their determination and persistence to overcome obstacles and work towards their dreams. It involves accepting the possibility of failure without letting it discourage or paralyze them. For this reason, it is crucial to identify personal aspirations and set realistic goals, rather than chasing someone else's vision of success. Applying the Stockdale Paradox to Business and Leadership Indeed, a balance between optimism and a realistic assessment of the current situation is crucial in business leadership and management. The Stockdale Paradox, emphasizes the importance of maintaining faith in ultimate success while simultaneously confronting the harsh realities faced. By acknowledging and addressing challenges head-on, leaders can devise effective strategies and plans to overcome obstacles. Ignoring or downplaying the difficulties can lead to naivety and poor decision-making. On the other hand, being overly pessimistic can breed negativity and hinder progress.

The First World War, occurring from 1914 to 1918, brought unprecedented destruction and violence. The impact of the First World War, in particular, forever transformed the nature of war. This conflict witnessed the deliberate targeting of civilians, the widespread use of chemical weapons, and the introduction of mechanized warfare on a large scale. The death toll reached a staggering 22 million people, with some accounts putting the toll closer to 37 million. However, amidst the chaos and brutality of the First World War, a brief and remarkable moment of peace unfolded on Christmas Day in 1914. It Will Be Over by Christmas Many of the 60 million soldiers sent to fight in the First World War were told that the war would be over by Christmas—a promise that turned out to be yet another falsehood in a conflict plagued with deception and misinformation. After war was declared in July 1914, it became clear by Christmas of that year that there was no end in sight. The Western Front was dotted with trenches, where millions of soldiers were packed together, enduring freezing conditions. Many of these soldiers were astonishingly close to their enemies, with the British and German trenches sometimes separated by a mere 30 meters. According to Daniel Coyle in his best-selling book “The Culture Code”, soldiers on both sides, because of proximity to each other, started noticing shared patterns of behavior and routines of cooking, re-supply, and troop rotations. Deepening the connection was the realization that both sides were enduring the same terror and stress of harsh conditions. On the late hours of Christmas Eve, German troops started opening gifts that they had received from home, including Christmas trees adorned with candles. The soldiers lit their lanterns and placed them along the edges of their trenches, creating a warm and festive atmosphere. As the candles flickered, the sound of carol singing resonated through the air. A Personal Account Bruce Bairnsfather, a British machine gunner who would later become a well-known cartoonist, vividly described the scene in his memoirs. Like his fellow infantrymen from the 1st Battalion of the Royal Warwickshire Regiment, Bairnsfather spent Christmas Eve shivering in the muddy trenches, desperately trying to keep warm. Having fought against the Germans for the past few months, he found himself in the Bois de Ploegsteert region of Belgium. In this unforgiving environment, Bairnsfather, cramped in a trench only three feet deep and three feet wide, faced constant sleeplessness and fear. His days and nights were filled with the repetitive cycle of anxiety, surviving on stale biscuits and cigarettes too damp to light. At about 10 p.m., Bairnsfather noticed a noise. “I listened,” he recalled. The Germans were singing carols, as it was Christmas Eve. The British soldiers in the trenches joined in by singing back. Amid this peaceful moment, a surprising occurrence unfolded. Bairnsfather and his comrades heard a bewildered shouting from the German side, causing them to pause and listen intently. The voice belonged to an enemy soldier who spoke English with a distinct German accent, calling out, "Come over here." In a remarkable turn of events, the British and French troops, inspired by the Germans, also participated in the Christmas truce. Fear and suspicion were set aside as soldiers began to exchange greetings and well-wishes between the trenches. Offers for a temporary ceasefire were communicated and accepted. With the dawn of Christmas morning, soldiers cautiously stepped out into no man's land. They greeted one another and engaged in an awe-inspiring display of humanity. Messages and gifts were shared as soldiers from opposing sides momentarily set aside their enmity. In some areas, caps and jackets were repurposed as goalposts, leading to impromptu and joyful football matches. It is even said that the Germans emerged victorious in one of these games with a final score of 3-2. Another British soldier, named John Ferguson, recalled it this way: “Here we were laughing and chatting to men whom only a few hours before we were trying to kill!” The temporary cessation of fighting continued in certain areas until the arrival of the New Year, but ultimately, the pause proved to be brief and the peace was short-lived. Although there were several other instances of similar truces during the war, none were as widespread or significant as the Christmas truce of 1914. Disapproval from Senior Leaders As expected, certain high-ranking officers on both sides viewed the Christmas Truce with disapproval. They issued orders explicitly forbidding any association with the enemy and warned of potential punishments for those who disobeyed, even execution for cowardice by firing squad for those who attempted to start another truce. However, the soldiers, who were already weary from the war (unaware of the years of continued fighting ahead), chose to take matters into their own hands. They defied the orders and acted independently to establish moments of peace, albeit temporary, amidst the turmoil of war. In an alternate account, it is reported that a German soldier named Adolf Hitler reprimanded his comrades during the Christmas Truce, expressing his disapproval by stating, "Such a thing should not happen in wartime. Have you no German sense of honor left?" Hitler, who was 25 years old at the time, conveyed his disdain for the temporary ceasefire. What Can We Learn as Leaders If enemies on the battle lines can create a culture of safety, respect, and belonging even during war, it suggests that similar conditions can be replicated within organizations. And indeed, there are ways to achieve this. According to Coyle, organizations that foster a strong sense of belonging can address the following questions to ensure a positive response from employees: 1. Are we connected? - Encourage open communication and collaboration among team members. - Foster a sense of unity and shared purpose. 2. Do we share a future? - Clearly, and often, communicate the organization's vision, mission, and goals. - Involve employees in decision-making processes to create a sense of ownership and shared commitment. 3. Are we safe? - Promote a culture of psychological safety where employees completely trust that the organization is a safe place to give 100% while expressing their opinions and taking risks. - Establish policies and practices that prioritize employee well-being and physical safety. To ensure a resounding "YES" to these questions, it is crucial to clearly and consistently communicate the organization's vision, mission, and goals. This can be achieved by: Communicate the purpose: An effective approach to communicate your organization's purpose is by using concise messaging throughout. Avoid using overly complex statements that potential employees may struggle to understand or feel apprehensive about living up to. Articulating the vision: Communicate the long-term aspirations and purpose of the organization. This overarching vision should inspire and provide a sense of direction for all employees. And that they are a crucial part of achieving the vision. Define the mission: Clearly define the organization's mission statement, which outlines its core purpose, main activities, and the value it delivers to its stakeholders. Regularly reinforce this mission to remind employees of the organization's primary focus. My Key Takeaways The Christmas Truce offers valuable lessons about leadership and culture that can be applied in various contexts. Although this event took place over 100 years ago, the lessons we must learn from those brave soldiers are still relevant today. So here are a few of my thoughts and key takeaways: 1. Leaders Set the Tone: The temporary ceasefire during the Christmas Truce was driven by individual soldiers who took the initiative to establish peace. This highlights the importance of leaders setting the right tone and creating an environment that encourages positive actions and behaviors. 2. Humanize the "Enemy": The soldiers involved in the truce showed empathy and compassion towards their supposed enemies. This serves as a powerful reminder that seeing the humanity in others, even in challenging circumstances, can foster understanding and connection. 3. Facilitate Connection and Communication: The Christmas Truce exemplified the power of connection and communication across divides. Leaders should create opportunities for open dialogue, collaboration, and relationship building, fostering a sense of community and common purpose. 4. Encourage Empathy and Respect: The truce demonstrated the significance of empathy and respect in promoting peaceful interactions. Leaders can cultivate these qualities by emphasizing the importance of understanding different perspectives and treating others with dignity and respect. 5. Boldly Challenge Norms: The soldiers who participated in the truce defied the established orders and norms, highlighting the potential for positive change when individuals challenge the status quo. Leaders should encourage everyone in their organizations to think differently and think big. Wrapping Up Even in today's world, the lessons from the Christmas Truce of 1914 remain pertinent. Individuals, regardless of their political beliefs and ideologies, will unite with their families to celebrate the birth of Jesus Christ, who symbolizes peace and salvation. It is a day when we commit ourselves to acts of generosity and spreading kindness to those around us. Afterward, instead of going back to our organizational trenches and shooting at each other verbally from within our siloed walls, we should stay in the “no man’s land” of compromise and conciliation and continue to find solutions to common problems. Like the soldiers in the Christmas Truce, we should make the spirit of goodwill at Christmas last more than one day. By consistently prioritizing and nurturing these elements year-round, organizations can create a culture that fosters a strong sense of belonging, ultimately leading to increased engagement, productivity, and overall organizational success. I wish you all a Merry Christmas and Happy Holidays. Thank you for your continued support and I wish you all the best for the coming new year. May 2024 be your best year ever. About the Author Rich Baron holds the esteemed title of Master Certified Intelligent Leadership Executive Coach at John Mattone Global. With a wealth of expertise spanning over 25 years, he has excelled in various realms such as cultural transformation, operational leadership, executive positions, and coaching individuals from emerging leaders to CEOs. Together with his coaching partner, Maikel Bailey, Rich hosts "Mainline Executive Coaching ACT," a podcast acknowledged by Feedspot in 2023 as the foremost Executive Coaching Podcast worldwide. This recognition is based on an evaluation of numerous podcasts on the internet, taking into account factors such as web traffic, social media followers, and timeliness. The podcast enjoys a substantial following in more than 60 countries and 550 cities across the globe.