Growth

Leaders everywhere are stretched thinner than ever, trying to do more with less, responding to constant change, and juggling competing demands that all feel urgent. The instinct is to add more—more meetings, more hours, more hustle. If we can fit it all in, if we can work harder, if we can be more productive, we will get ahead of it.

While we can elect growth over feeling bad when things go wrong, there may be a deeper lean toward not taking ownership of something that we broke. Instead of receiving the feedback and then deciding what we want to do with it, we may completely tune it out altogether. 

Our compulsive need to please others and maintain universal acceptance emerges from the same psychological foundation: we have constructed our self-concept around the fluctuating reactions and judgments of those around us.

Studies continue to show that the majority of workers genuinely want to contribute meaningfully to their organizations, leading to the question: if most people want to do good work, why are engagement levels at historic lows and performance consistently falling short of potential? My work has led me to believe that it has a lot to do with unclear employee expectations.

Willpower is merely an idea, a thought, to say you are choosing not do to something, but when you become ravenous or a bad day at work pushed you over the edge, willpower will wane as it always does, and impulse will take over.