We have been struggling economically, socially, and culturally in this current environment since the beginning of the year ( ie. the 2020 pandemic quarantine).  Although the shock has yet to wear off, more and more organizations are building plans for dealing with the moment, as well as creatively trying to imagine and plan for their future.  As in all calamities, there are winners. But this time, it is not close to balancing out those on the short end.

There are seven basic learning styles, as shown here in this briefing by Mindvalley.

• Visual / Spacial: can see detail in design, shapes, and space

• Aural: can hear detail in music and are very affected by sound

• Verbal: have detailed vocabulary and thrive in written and spoken word

• Physical / Kinesthetic: feel detail in how the body moves and learn through doing

• Logical / Mathematic: see detail in numbers and calculations

• Social / Interpersonal: need to be around others in order to learn

• Solitary / Intrapersonal: learn better alone

As we are all doing our best to navigate this pandemic, the roller coaster of emotions and thoughts is very real. On the one hand, I want to watch the news to stay informed and understand what’s really happening in the world. I wonder if the news has informed me with their best intentions.

The idea of “keeping it clean” is the greatest reward I see in practicing recovery. Yes, we try to get it right the first time and avoid mistakes. But, knowing we have the ability to clean something up provides freedom, adventure and innovation in moments of business, relationships and life.

Awareness demands we examine how we see life and the beliefs we have about it, thinly disguised as facts or thought. It demands we discover the non- reality in how we see life and how those beliefs drive our behavior, none of which is real!  It’s only real to us in our interpretations, and whoever we can get to agree with us.  

Your lack of response, timeliness or enthusiasm signals to team members that urgency is not expected or required. Further, during this current time of uncertainty, they look to you to provide necessary structure to rely on.

The fabric of Texas Association of Counties is their fundamentals, twenty-five standards that each member uses to determine the direction of their work. Number seventeen, "LEAD BY EXAMPLE," is a fundamental that places each person in a role as a leader. Knowing that each person leads by example gives each member a sense of accountability, all the way to the security department.

By appreciating our teammates or work mates, we are helping with their brain function and their health!

“The proactive approach to a mistake is to acknowledge it instantly, correct and learn from it. This literally turns a failure into a success.” -Stephen R. Covey

When I work with clients who are in similar situations, I usually tell them, “Find yourself at the source of your suffering.” They rarely like to hear this, and now I find myself reluctant to take my own medicine. It initially seems like I’m asking myself to take responsibility for someone else’s mistake, but that’s not it. I’m reminding myself to be accountable for my own experience. The suffering really is optional, and blaming just increases it for everyone.

As a leader, it is imperative that you practice continual learning. Good leaders are good learners. You have demonstrated learned knowledge and skills in getting to a leadership position, but now is when you need to develop a laser focus on learning more.

What people are willing to share with us is a gift and it enhances our ability to be clear and to make good decisions. The less willing people are to confide in us, the weaker the information we have to make good decisions.

We dealt with what “ownership accountability” looks like in action. This level of accountability: 

1. Starts with what I’m accountable for in my job, and what I’m paid for 

2. It also includes my impact on others in how I get my job done 

3. Finally, doing my job with an enterprise-wide perspective, that what I do, or what my team or area does, has some impact on the whole organization.

Set high goals and hold yourself accountable for the delivering on the results. This part is about the journey, not just the end game.

When a breakdown occurs, the question becomes "what was not made clear?" Rather than, "why didn't she understand me?" The clarity is a two way street, where just expecting everyone else to understand is sometimes lacking in perception.

I notice I cause problems for myself when I get overly attached to my preparations. One of my many blind spots is around overly relying on my preparation. “Winging it” is rarely my first choice. However, things do tend to work out well when I trust my ability to adapt and find a way.

Failing to hold yourself and your team accountable, essentially creates a culture in which fulfilling responsibilities, assignments and promises is not expected. Clearly, not a culture which breeds engagement or high performance.

These are historical representations of what we, Momentum Consulting,  refer to as “Fundamentals”, which represent the bones of building performance into Cultures or guiding one's behavior. 

How am I doing at living up to and fulfilling the terms of honoring the commitments I’ve made to myself?

Work can be fun when:

• People feel included

• People are allowed to use their gifts for the good of the team

• People are allowed to express their thoughts and opinions

• It's ok to laugh, especially at yourself

• You take off the pressure of being incredibly academic and focus on the product being really great