I am on a plane right now as I am writing this. And we are off-coarse. I know it. I just freaking know that we are off course!

I know we are because almost every airline flight is off course (As defined by "most direct path")something like 90% of the time. But they always seem to get there. How?

They get there because it's only the beginning and ending that matter. To the travelers we only really care that you pick me up at the right place and drop me off in the right place.

It's "Where am I now," and "where am I going"?  That's what really matters.

And it's the same for the people you are trying to inspire. Whether it's your friends, your kids, or your employees. Where are we now and where are we going?

In the middle, we are going to use the our NLP tools to show them new possibilities.  To create a new "the best I can."

Then you are going to give them resources to accomplish things.   And they are going to take your resources.   Because they are going to act in their best interest.  Also, they aver going to believe in you because you have rapport (not the same thing as a job title!!!).

THIS is how you propel the people you are working with FORWARD.

Now it's about getting to the right destination. How do you go that? You check and recalibrate.  You will constantly check progress and recalibrate.  You calibrate the Behaviors to get there.

The pilot of this plane will not change who he is to get us to the right airstrip. He will change his behavior and turn the plane.

In business, Dennis Sivers famously said "No idea ever survives first contact with the Customer. "

So you calibrate and change, calibrate and Change. It's the same with you and the people you communicate with.

If their behavior isn't going to reach the Goal, they have to calibrate and change their behavior. If ALL of them aren't doing the right behaviors - then you must calibrate your behavior to get a better plan or better rapport.

Leaders will sacrifice what is theirs, to save what is ours.  And would never sacrifice what is ours to save what is theirs.  When leaders march first into danger and make us feel safe, we will work tirelessly to make sure their vision comes to life.

When Marines come into boot camp they are responsible for themselves.   When they leave they have a commitment to their fellow brother.   Marines are better equipped for external danger because they do not feel danger from each other.  They operate in a strong circle of safely.

But even when we don't feel safe at work, we stay.  We convince ourselves that the threats outside are more dangerous, and we decide to adapt.   A study showed that 1/3 of people reported to thinking about leaving their jobs - 1.5% did.  Tells us that an uncomfortable amount of people don't like their jobs AND most people see that leaving is the ONLY way to improve their situation.

The Paradox of Being Human:  Human being simultaneously exist both as 1 and 1-of-many at all times.  I live for myself, and for my tribe.  So we must weigh all of our decisions as how it benefits me AND how it benefits the tribe.   Creates some conflicts.  One can be good for one but less good for the others.

If you think your people should work hard because you give them a check - remember that every job gives a check.

Try this exercise:   Pretend your employees are "employees for life - that you can't fire".   Like your kids - you don't fire your kids.   How would you change things.

You would probably screen harder on the way in.

Give more coaching.

Give more help

More guidance

More leadership

Why not do this stuff anyways?

It's like a meme I saw recently.   It went ->    CFO: "But what if we spend money to train and improve these people, then they leave to work somewhere else."   CEO:  "What if we don't train and improve them, and they stay forever?"

You only get rid of your employees if they don’t embrace the culture & values or are undermining others.

All our leaders need to do is remember whom they serve, and it will be our pleasure to serve them back.

Example:  Company facing hard times announced a furlough program.   Instead of lay-offs, each employee had to take 4 unpaid weeks off per year. Explained that they want the members of the family to suffer a little than small number suffering a lot.    But people actually stepped up and gave each other time and worked harder doing different roles.   When they got strong, company paid them back for the time off.

He will disguise himself..... and make you think that he has got your best interests in mind. But he doesn't. This is the instinct that says:

You've Had Enough.

You've given it your best shot. You can stand down. You can back off. You can take a knee. This is the instinct that says:

You can rest now.

Do Not listen to that instinct

DO NOT LISTEN

Because that instinct is a liar and wants to bring you down.

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From "Discipline Equals Freedom" by Jocko Willink