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Welcome to deep into the pages
Today we're diving into a ah h really powerful concept for high achivers one that sort of challenges
The whole premise of how we define road blocks what if your biggest obstacle to success isn't external competition
Or you know a lack of resources
But something deeply compenal we're talking about the possibility
That the thing holding you back is actually well
You and that realization is uh it's tough
But it's so necessary
It's the pivopoint for any real leadership growth we spent so much energy trying to optimize everything on the outside right reoranizing teams chasing budget
Buying the new software
But our source material today is going to show that the real leverage you know that not obvious unsolution is within our own so conscious stions and our guide for this deep dive myrial and wilkins has written a book
Leadership bblocked that just punches straight through all that noise
It's a resource lauded by i mean powerhouse thinkers like adam
Grant and michael ongue staner and
And gupray raised for shining this harsh
But really clear light on the unspoken down the the subtle fears and the limiting believes that even the most accomplished executives carry with them
Every single day
It's epopowerreally really it shishits the fundamental question
It goes from just a treternal strategy
Do i need to what deeply held often unconscious belief is actually causing me to selself apaptitige
Even when i'm trying
My hardest in wilkins kicks this whole thing off with just a tremendously stable tegy from her own corporate life
She was a high flying executive
Responsible for her divisions
Profit and loss
I mean a major promotion
A huge opportunity
Right but instead of excitement
She just found herself grinding through months and months of intense frustration in pain
She had the title
She had the responsibility
But she was completely dependent on her cross functional colleagues
You know people in it sales of a finance
Who were
And i love her words here they didn't want to play the party
Adcasamin
Exactly she had this grand vision
But they just weren't signing up for the role
She had in mind
Right
So she had this grandplan
They resisted it
She said deadlines they missed them
She gave direction
They didn't fall through
So what did her internal system tell her to do it told her to double down in control
Of course she started bypassing people
Inserting herself into non critical meetings
Copying herself on every single email chain in her mind
She wasn't my grw manager
She's just you know
Going above and beyond to pick the slack and mt
Of course just creates massive pressure cooker
When you try to compensate for what you see as external failures by seizzing more control
You end up just exocting yourself well at the same time signalinto your whole team
I don't trust you
And it all just accommented in this contentious screaming match with a peer executive
She was utterly convinced
He was actively trying to sabotage her pnl goals
Wow afterward she shut her office door broke down and cried genuinely believing that these co workers were the only thing standing between her and success
That is the classic painful definition of being professionally stuck
But
But the pivotal moment
The real turning point that when she went home and launched into her colleaguyou know lththrant about her colleagues to her life partner arden
And after patiently listened to the whole thing
Arden just looks at her
And asks this career defining question
Did you ever think maybe the problem is you and not them whoh
Yeah Yeah
That is the gut punch
That forms the core challenge of this entire deep dive shifting our focus inward
Yeah
Now the author admits she didn't have some immediate libole moment
She got defensive you know basically telling immediately understand the complex corporate politics
She was dealing with 好的好的
But that seed was planted it had to be
And she said she realized the truth later
When she managed to turn the division around using those unsuhausting totally unsustainable tactics
And then she immediately resigned
When she was faced with an even bigger challma
She hadn't fixed her approach at all
She had just muscled through the external problem
Until her internal system completely broke
She finally had to acknowledge the role
She played in creating all that stressful drama
And that realization leads us directly to our mission
Today uncovering these invisible assumptions and hidden blockers
These are the unconscious belief that keep us locked into these unproductive self defeating patterns
Ensuring that even when we are pursuing a win
We're somehow working against ourselves
And before we dive into the mechanics of it
All we have to establish the guiding principle
It's this this philosophy that sets the tone for the whole journey
It's drawn from bootash thought
And it's used a lot in personal development
Pain is inevitable
Suffering is optional
I love that framming because difficult the complete challenge that's the first errow of leadership is just unavoidable
The budget gets cut the client leads that nasty email lands in your inbox
That's pain exactly
But our response that's the second error of suffering
Let's 're reactually have a choice
If you're immediate internal reaction is to fall back on your hidden blocker say excessive anger anxiety defensiveness you are firing that second error straight at yourself
So the hidden blockers are just our in grained default and usually ineffective coping mechanisms for dealing with that first errow precisely
And the entire purpose of this work is to learn how to choose a response
That doesn't just compound the difficulty
Okay
So let's impact this core idea that mindset manners for listeners
Who might think this sounds a bit too much
Like saw skills we need to ancurit in the science 是the foundation of this internal work really draws heheavily uncaled wex pioneing ing search distinguishing between the fixed mindset and the growth mindset
This is fundamental cognitive science
And it has a huge impact on professional performance
Um
People are operperwith with grogrowminmindset people fundamentbeliebelieve their basic alities
You know intelligence creativity abilities are not finite
They're not set in stone
They can be developed
People can be developed through effort dedicated learning and persistence
And the practical outcome of that is just normous
That belief translates into higher self eficcacy the conviction that you have the ability to meet a goal
Even if you don't have all the skills
Yeah
So they tend to embracace challenges
They see effort as the path to mastery
So they just persist
When they had obstacles
It creates a sufrereenforcing virtuous cycle
They expect effort to lead to results
So they take risks
They put in the ks
They get positive outcomes
And those results just confirm their original belief
That effort pays off
It's all positive momentum
And it fix
I said is well well the the exact verse
These is the individuals who believe their abilities are just carved in stone
And they're ununchanable able sucess cess
Because
Because innate talent failure means you just aren't gift did enough
And this leads to some serious professional inhibition
When obstacles pop up
They tend to give up or just avoid the challenge entirely because they doubt their actions will make a difference
If you think i'm just not naturally good at managing complex projects
You won't even try to learn or improve which resulted a vicious cycle
A vicious cycle of negative assumptions leading to avoidance
Which leads to negative outcomes a classc self fulfilling propacy
Where the lack of effort validates the original fixed beliebelief
So if minmines that are driven by these underlying beliefs
We need a really precise defindence of what we're trying to uncover
Here a belief simply put is the conviction
That something is true regardless of the evidence
And that last part is so key
Regardless of the evidence right
And this can fiction is formed in uh one of two ways
Either we absorb it early in life from some authorative source apparent a teacher
A key cultural message
Or we deduce it from observations
Sometimes flawed observations in the world around us and critically these believes then provide the mental scaffling for our adult brains
That concept of scaffling is fascinating
Our brain is incredibly energy hungry
It's constantly searching for short cuts to process that you the flood of information it gets every day beliefs are those shortcuts are necessary for efficiency
We can't analyze every single data point from scratch every time right
But because they are shortcuts
They become the furtoground for misperceptions from mistake and asmpmptions
But what the source calls faulty reasoning
We tend to think our belief surveys on objective facfacbut they're often just the brains automated interpretation of the facts filtered through our entire history in once that belief has formed
We unconsciously look for evidence to support it
That confirmation the and we become incredibly reluctant to change it
Even when we 're presented with contradicory data
This is a huge aha moment for leaders
Especially those who really value logic
You'd be the most rational person in the room
But your reaction to a situation is being driven by a non rational subconscious script
Let's make this concrete with the authors example imagine a high stakes
Meeting starts
And the boss rushes in ten minutes
Late she's clearly frezzled agitated
And she just slams
Her laptop down on the table
Okay
The objective sensory input is exactly the same for everyone in that room
But the interpretation differs dramatically based on the hidden belief of the person watching um
So if an employee has a blocker tied to say approval or performance anxity
What do they think
They immediately think
Oh H No
She's mad at me
What did i do wrong
They start catalogging their own mistakes from the past week
There's self talk is focused entirely inwd
And it's probably completely inaccurate
Where someone with the let's say the i need to be the indispspensble fixer blocker thinsomething out
Totally they're thinking
Oh
Know she's overwhelmed
And i need to jump in and solve this for her
They instantly start speculating on what the problem is
And preparing to offer solutions
And to ask for in a third person
Maybe someone focused on interperpersonal harmony thinks odeer there must be a problem at home or some major personal crisis
And they wonder if they should stop the whole meeting to offer comfort
Three wildly different internally driven responses to the exact same input
And none of them are guaranteed to be right
This just shows how unconscious beliefs constantly misdirect our professional energy
And if you need physiological proof
That mindset isn't just some mental construct
But something central to our physical reality
We have to talk about the famous stanford steady on hotel reattendance
Oh
This was a brilliant piece of research
So these attendants were on their feet all day cleaning rooms
Making beds
It's physically taxing work
But when you ask them most didn't consider it exercise they just call it work
And they often complained about being tired and stress
So the researchers told a half of the attendance
The informed group that the work they are doing
You know walking the hls caring supplies
Scrobing
Bathrooms actually met or even exceeded the daily recommended crfestyle an active hehethy y lifestyle
They introduce the idea that their job was in fact
Good exercise
They didn't change a single thing about the work for the environment not the intensity
Not the physical activity level
They just changed one variable the belief about the work
And simply shifting that belief from work is work to work as good exercise had objective measurable health benefits
After only four weeks
The attendance in that informed group showed significant decreases and way bloolood presp body fat and body mass index that is genuinely unsettling to realize how much of our physical outcome is dictated by something so abstract only a chrome the slike collogies to run the study concluded that our health depends not just on what we are doing
But crucially what we think about what we do
And this is the core reason
Why high achieves s get stuck are driven results orienented
Those when they face a hurdle their defaults to rely on external solutions
They tried to husle le their through through with chechekklists more training or trying to close what they think as a skill gap
Those external actical actions are essential
They're valuable for short term fixes
But they don't create lasting systemy change
Because they don't get to the rut cause um lasting change requires shifting focus inward
Because hidden blockers by by deiition are bconscious
The the uu detection
When we only look outside ourselves for a solution
You just cannot husseal your way out of a aullty of conscious belief
You
You to see it first
And the path to making that lasting internal al is strustructured within three stage process
The author calls the blocked to unblocked road map uncover unpack and finally unblocked we begin with stage one uncover your hidden bbker which is purely about achieving awareness
We often assume me yourourself aware
But this one of the most soburing statistics and leadership development research shows that only about ten percent of fifteen percent of us are truly so aware
That means a huge majority of us are operating with significant line spots
We're driving with a mental model that is largely inaccurate
And we don't even know it so the first challenge is recognizing when you're being driven by a subconscious belief rather than conscious choice
So how do you know
Had you know
If you're operating on autotoilot t being bloclocthe author details
These dual sigsigals that indicate a changes needed
And you need to look for both the interior and the exterior evidence start with the internal science
These are the emotional markers
You feel uncharacteristically cynical about your work
You're constantly emotionally exhausted
Or you feel less effective than you should yeah crucially look for tension anched or resentment regarding your colleagues or your job
That sense of internal friction is the engineal warning light
Then you have the uneniable external science
These are the pieces of feedback
That challenge your story
Yes
You are blinsided by a negative performance review
You find yourself unable to achieve results through others
Your team alour is measurably low
Your career advancement instlve or a very common one for hihievers
Your intent is constantly being misunderstood by the people around you
So these signs tell you something is definitely off
But they don't tell you what the blockker is to identify the belief
You have to name it
And this requires listening very carefully to your interior monologue or yourself talk
We all have that constant mental chatter
But when is the transition from just background noise to a limiting belief
It happens
When it becomes consistently harsh critical or defetitest think think about the self talk
That sneaks and right before a big meeting
I'll never finish this project on time or that ideas too ambitious
You're setting yourself up for failure or the classic for highactivers any minute
Now the'll find out on a fraume
Yes in postsysydrome
Yes negative tive petitive chatter is the verbal manifestation of your underlying limiting belief
Um
It's what you say to yourself
When you feel vulnerable
And here we need to a ss that cultural bias
That a lot of our highest shipping listeners have the bias for action
You might view this idea of self reflection of listening to yourself talk as waste a time or you know naval gazing
But the research shows the exact opposite is true leaders who scheduled and exete regular self reflection tion
A greater emotional intelligence
A deeper connection to their core mission
And the reficantly better complex problem solving skills
So they actually make faster progress toward their goals
Exactly
Because their targeting the right obstacles
Avoiding the blocker
Doesn't make it go away
It just reinforces it by letting it operate in the dark
So once you've uncovered and named the blocker
We move to stage too unpacked your hidden blocker
And this is all about deeply understanding the personal historical reasons
Why the blocker exists
And why it holds it a powerful grip on your current behavior
This begins with step three except the blocker
And this is where a lot of leaders stumble
Because they confuse acceptance with resignation
This is crucial you have to acknowledge the blocker's presence
And it's proven negative impact on yourself and others
Without blaming defending
Justifying or resigning yourself to it acceptance is ownership
Yeah
It's not saying i guess this just just way way am in a live of it
It's saying i own that this belief causes me to micro manage
And that micro management is hurting my team's development
You own the ramifications of the thought on your colleagues on your organizwithout acceptance
You can't take responsibility for changing your behavior
Then we move to the more therappeutic sttes step for deconstruct the blocker
This is deep introspection
To find find origgins of the belief
And to understand what purpoit originally served
Why do we claink to a belief
That is currently erering ing
And we crink to them
Because these beliefs almost always emerge early in life as adaptive strategies designed to meet critical human needs
Think of mazlous hierarchy safety belonging and a steam right the need to feel accepted worthwhile and safe in the world
And if we didn't get those things directly like unconditional belonging or feeling valued just for who we are
We unconsciouly figure out how to earn them through external means
Often through work and achievement
Exact
Exacthe belief i must be the best and conconstantly achieve in order to feel accepted in worthwhile is highly functional in a corporate environment
Until it creates this endless exhausting quest for validation
The externally achievement is just a temporary soul for an internal wound
Now a very important note
Here one
That the source material really stresses the constructing a bbker can sometimes reveal origins rooted in past trauma or significant life experiences the genuinely and p data day living or emotional regulation
And if the roots are that deep
You have to recognize that coaching is not a substitute for clinical therapy
Coaching is focused on performance behaviour and strategy moving forward from the present to the future
Right therapies is foksed on mental health
Agnonoses
Emoing trauma and resolving deep historical emotional patterns
So if you realize your blocker is rooted in something profound seeking a licensed mental health professional is aberaptely the responsible ble ath okay
So there are seven common hihiden blockkers idenfified in source material
But to see the full uncover
Unpack and unblocked road map and practical action
We are going to a dive into three really distinct case studies
So as you're listentry to to identify which one these who might be the primary blocker
That's currently impeding your progress
Our first example is alex a highly successful cfo
Who wanted to transition into a more strategic high value leadership role
对对对对
He knew intellectually that his job was to look ahead
But his daily reality was that he was constantly drowning in low value tactical activities
She was everywhere attending non critical meetings
Being copied on every internal communication proof freeding documents
That his team absolutely should have handled he felt like he has zero o's crititue bandwith
But he was the primary y creator of his own
But in the uncovering stage
His coach had him do this simple but kind of brutal exercise less
What alex wants to be doing
So high level strategy investirelations developing his people versus what alex is actually doing
Which was internal process review manusia leasing on every small problem
Problem
The visual comparison was impossible to ignore low value task were consuming something like eighty percent of his time
And when the coach pressed him on why he was doing this
The internal monolog came out
Revealing the core belief if i'm not involved things can't get done right
And the costs were huge his strategic thinking was limited
He was constantly
Frustrated and scattered and crucially
He developed this reputation of being a stiffling micro manager deflated his team
Because they were being deprived of the ownership and growth opportunities
They desperately needed
So now we moved to unpacking the root
This type of blocker er is a protection mechanism
It's rooted in that universal human need to feel safe and contcontrol
Ale's past experiences taube from early failures for mistaations
Where he was severely criticied for mistakes taught him that the world can feel chaotic and unsafe
If errors occur
So his hyper involved that became an attempt to maintain control and to act as a professional damage controller
His core driver wasn't pride it was this intense underlying fear that he pulled back everything would get off track
And he'd be left to clean up the mess or even worse get blamed and studies confirmed this
It's a deep seated human trait
We have a natural aversion to uncertainty and ambiguity in fact
People often prefer knowing a specific bad outcomas coming then being unable to predict or control what could happen next
He was optizing for predicability
But sacrificing strategic impact in the process right
So the unlocking stage required alex to realize that by protecting himself with this damage controller role
He was actively preventing himself from adding the high value strategic perspective
That only a conroo o can provide his reframited to be powerful shifting his identity from you know a control of sessed operator to a high lebrage contribuor
He moved from i need to be involved in everything do i need to mainly be involved by a the most value ue of though trusting my team haddle the rest
The action steps had to be really delibrate ate break that cyyle le delegated several high profile ile asks
Hehad previously guarded
He instituted weeakly brief chekens instead of constant drop buys
And he created clear high level metrics that empopored red his team to self correct
And the outcome was a clear success story
His team reported much higher engagement
A potential flight risk successor was given the auonomy
He needed and actually earned a promotion alalx himself well felt less stressed
Less scattered and more fulfilled
Because he was finally operating at the strategic level
His role demanded
He is successfully moved from transactional management to strategic leadership
Okay next up his philip in svp of technology
He had immense expertise technical exilliance of fantastic track record
And yet he was struggling immensely to get the buy
And he needed for his promotion to cio his maniphhestac record
He felt his peers where a significant road block because of their mediocity ity and their slow ace
He couldn't build alliances and externally
He just came across his arrogant dismissive and impatient
When his coach asked about the problem
Philip literally pointed the finger
Saying they are the problem
If they just just get out of my land
We could move on
Wow
So in the uncoververing phase
His coach shadowed several meetings and the results were startling
The coach noted philip talked roughly seventy percent the time often interupted others miid sentence and his internal dialogue was just dominated by frustration in the feeling that we were wasting time waiting for others catch up to his superior insight
He was as the source describes it acting like the kid in the classroom
Jumping out of the sea to blod out the answer
Even when it wasn't
His turn
His core belief hiding in plane side
I know i'm right and speed is paramount
Okay now for unpacking the broute
The irony here is just painful
Now
Even if philip was correct ninety percent of the time on the technical stuff
The damonge caused to relationships on moral completely overshadowred his immense value
Of course 是senior leadership isn't going to promote someone to cioa highly collaborative role
Who is actively alienating the very people needed to execute the vision
His self forth was unconsciously tied to being the fixer
You know the fastest dsmartest
This belief is often highly reinforce by the traditional educational and early career system
Which rewards the correct dancer and quick problem solving not collaborative exploration not at all phillip was operating as single le loop lelearner
He was ananasasat so solving external problems
But he never paused to reflect on how his own actions were contributing to the problem dynamic
He needed to become a double loote learner
Which means including self reflection to see his own contribution to the collect of road block
He was pressuring people to comply instead of influencing them colcolababorexextly tly the unblocking stage required this fundamental shift in his identity
He needed to see that his job wasn't to deliver the answer
But to create the environment were the best answered could emerge from the group
His reframe moved him from command to guide
So from the deeply and grained
I know i'm right to asking the right questions is just as important as offering the right answer
And that shifts the value proposition from being technically supreme to being strategically facilitato put this into a practical action
They develop a crucial tool
The how should i respond framework this force filled ted just pause before speaking and desertain his level of responsiveness
Making sure his intervention was intentional not just a default reaction
He categorized three response modes
First when should he give answers
Only when there is high urgency
High risk or true specialized knowledge required
Second when he ask can listen
When the goal is a cocreated solution team engagement or achieving buying on and third when he hold back
Entirely when the goal al is he team autonomy capacity
Exactly this action forced him to interrut his natural impulse philp p eventually told his coach
How delighted he was
When he purposed fully took a back seat on an initiative and watched his colleagues pick up the ball and lead discovering a solution that was different but just as effective as the one
He would have imposed
He finally saw the value of collective intelligence
Okay
Our third case study involves christian a highly intelligent in collaborative leader
She was universally liked very empathethetic
Because her terepreported stant delalays but crecreated analysis paralysis
She frequently over research sought excessive council and constantly kick the can on necessary decisions
So in the uncovering phase
Her behavior indicated this intense almost paralyzing fear of making me mistake
She used these ellaborate decision checklists and canvsing techniques to avoid any error
And she struggled intensely to receive positive feedback
She felt she was always waiting for the other shooter job just convinced that her success was temporary or fraudulent
Her self talk was crystal clear
This old boils down to the fact
That i can't make a mistake
The goal was perfect certainty
Which is of course impossible in a dynamic business environment
So when i'm packing the route
Her coach identified this as maladaptive tive fefectionism setting these wildly unrealistic goals
And then feeling intense distress over even small low consequence errors
And that anxiety drove her avoidance ance behaviors
Her errectly that her procrastination the author provides this beautiful slightly funny illustration of this with a marble exercise
Christian was instructed to place a marble in a jar
Every single time that thought i can't make a mistake across mmokshe she became so rge was performing the tracking exercise
Incorrectly that she started taking marbles out of the jar
That moment just perfectly captures the self sabotage and the sort
The absurdity of hyper self criticism
The system is so focused on perfection
It even paralizes the process of self diagnosis
Her deep roote was a common one
A do it right or don't do it at all
Mentality she was raised with she was relentlessly chasing the feeling of being good enough we see this so often
Perfectionism is fundamentally deficit thinking
You're trying to prepair a perceived flaw
Exexternal achievement and irony is in her desperate desire to avoid disappointing others with a mistake
She ended a disappointing them by avoiding necessary decisions and slowing down the whole organization
Yeah
She was engaged in a losing battle
Because perfection is simply an unattendable ideal
So the unblocked stage centered on shifting from an impossible standard to a realistic high functioning one
Her reframe moved
Her focus from fear to intentional action from the crippling
I can't make a mistake to my focus 's excellence not avoiding failure
Or i will do the best
I can with the information and resources available to me right now
And this required a change in behavior driven by a new boundary
The key action step was drawing a clear line not deredakes are created equal
She reserved her energy for the truly high stakes 's irreversible decisions
And she delivered tely allowed herself to make low consequence errors like a spelling mistake in an internal memo or a less than perfect initial draft just to build comfort and tolerance for imperfection
That simple categorization of risk fundamentally changed to relationship with failure
She was no longer playing
Not to lose she was playing to win recognizing that small mistakes are just data points not an endictment of her true worth
And that's the ultimate goal moving through difficulty without the suffering cause by enuofhare crimination
嗯
So we've journey through uncovering and unpacking
Now we arrive at stage three unblocked from your hidden blocker
This is a choice stage apart
Everyone wants to skip to
But it only works after that inner mindset shift has been achieved
This stage is all about reclaiming agency through autonomy
Through delibrary action
This means consciously choosing the action that allies with you're newly reframe to belief
Rather than automatically suitcoming to the default behavior driven by the bblocker step five is reframe your belief we saw examples with alex and philip
The news supportive belief has to be authentic and directly counteract the negative one
So if the bbaker is i am not good enough
The new belief has to allow you to internally let go of that need for external validation before you can ever project genuine confidence externally
And then step six is take action
And the actions must be delibrate
Specific and consistenently applied to reinforce the new mindset
This is where you finalize your start stop
List stop obsessively checking your team's work start delegating decisions and providing supportive fefeedback only asked
And this is a tricky phase
Because of a really powerful psychological force
Notice cognitive disstance
Cocognitive dissenance is that uncomfortable mental stress or psychological pain
You feel when you're actions conflict with your stated beliefs or values
So if you genuinely adopt the belief
I trust my team to succeed
But then you continue to jump in and solve every minor problem for them
You feel that disconance and what's the risk instead of changing the painful action
Our brains often just adapt the thinking to justify the old comfortable action right for example
The leader says i wanted delegate
But the moment a team member makes a small mistake
The leader steps in the distance
Ance caused the leader to rationalize well clearly my team isn't ready pulling them right back into the limiting belief
Fi need to them involved ved vivitutucyyle le needs consistent intentional action to be completed
So when you have successfully completed this work
You are now in a unique position to pay it forward and help your own employees unblocked too the office strongly argues that stalled progress another people is often a mindset blolonot not skskgagaand this this a huge refraraing from managereral al les les leader's job
Therefore is not necessarily to solve the problem for the employee
Or even provide the missing skill training
But rather to guide them through this internal road adt instead of issuing directives are fixes us diagnosticfiquestions
Yeah
Questions like what shapes this belief
How is this beliehelped you in the past
Even if it hurts you now
Or what is the impact
You ultimately want to achieve you help them uncover their own blocked er
You don't impose your solution on them
And finally this work scales up to the entire organization
The source material emphasizes that an organiza's collective mindset is dicted by the conconsciousness of its leadership
If the collective dset of the leadadership team is not aligned with the desired culture transformation is virtually impossible for example
If leaders say they prioritize worwork life balance and want to decrease employee burnout um
But they still operate with the hidden belief that being always on or responding immediately to emails is the ultimate sign of competence and drive
They will unconsciously reward those always on behaviors and the organization just remains stuck in a pattern of overwork
The disconnect between the stated intention and the actual impact persist
Until leadership does the internal work as the source notes
There is no organizational information without a proceeding transformation in the consciousness
The leaderership asked to start at the top
When leadership commits to the inner work
First
They create the necessary conditions for the entire organization to safely shift its thinking
And therefore it's behavior as we close our dededive today let's bring back to that core wisdom
The two arrows
We cannot control the first therrow
The external challenges
We can't stop the nancy email
The market downturn or a colleagues
Betrayed difficulty is an unavoidable part of work in
But we can choose how we respond if we react instantly by falling back on those hidden blockers
Frustration
Anger avoidance or excessive self criticism
We are actively directing that second errow straight at ourselves
That internal reaction is the true source of our suffering and professional burnout the goal of this interner work is not the naive hope that you will never encounter the blocker again they're sneaky
And they will absolutely show up when you're tired or stressed
But by mastering the block to unblocked road map
You learn to recck as the blocker immediately nme it and consciously choose a different conconstructive response
And this allows you to move didificulty with more more ase
We learn to acknowledge the existence of the blocker to be friend it
You won't say precisely to loosen its grip on our behavior
This work
This reclulamation of our intentional response is the essence of leadership
It is what a extor frankle writing from the most extreme circumstances taught us
Everything can be taken from a human
But one thing the last of the human freedoms to choose one's attitude in any given set of circumstances to choose one's own way
When you unblocked yourself
You free yourself to leave with intention regardless of the challenge
Today
You learned how to uncover in dismental
Those deeply and grained self saboging beliefs recognizing that your greatest growth often lies on the other side of radical self awareness and intentional action
And as you go forward
Consider this what is the primary hidden bloker currently holding you back
And what strong supportive belief do you need to adopt in practice
Consistently to achieve the strategic impact
You truly desire
Thanks for listening
