BE COMFORTABLE WITH BEING UNCOMFORTABLE Content taken from Busy Leader’s Handbook by Quint Studer, Chapter 11 - Embracing Discomfort: Why Allowing Yourself to Be Unsettled Makes You a Better Leader, extra notes added by Kolleen Chesley
I love this chapter because it talks about the side effects of change - the feelings of disruption and discomfort that comes before change is accepted and handled. In airflight, this is known as turbulence - the awkward chaos caused by changing airflow patterns. The truth is - Change is inevitable. People and businesses WILL change. Another truth is - “Much of a leader’s job is spent being uncomfortable and leading others through discomfort as well.” Side note - Kolleen has a list of “4 daily efforts” - large themes she works to accomplish each day and one is “to be comfortable with the uncomfortable.” That is how important this topic is for leaders.
TIPS FOR HANDLING THE TURBULENCE: Guide your mind. Change is inevitable, however, you can control how you feel about the change. Because negative thoughts rule our heads, we typically think the upcoming change is going to be negative. Instead of feeling discomfort, unsettling, hard, uncomfortable; think instead about challenging, adrenaline, rush, and excitement. Or just think that discomfort is inherently neither good nor bad, it’s a byproduct of change. Own the messages that unsettle you and others. Great leaders own tough messages. Quint’s “we/they” approach - don’t dodge the tough part and blame someone else, rather carry your own message.
Urge others to selfdisrupt. It helps them grow. Those closest to the process are the best ones to disrupt and improve it. And it creates a culture of improvement, not just the leader’s job.
Control the disruption! Change will happen, however if you are taking time to work on the business in a consistent way, you can direct some of that natural change and therefore be able to monitor and lead others through the disruption. One example is when PWGC transitioned to virtual meetings. We had already started doing meetings on Zoom for Power Up so when COVID hit, it was a much easier pivot for us to do virtual meetings.
Constantly lead with the why. Change is best absorbed by starting with the why first. People are more vested when they know the why, they are more connected with the results.
Recognize and celebrate often. When you ask questions, you will find a lot is going right. Take time to acknowledge it and applaud it. The extra encouragement can be helpful when other areas are being disrupted.
Start the change by asking questions. Similar to the Japanese Kaizen approach, look for constant ways to improve processes. If you don’t ask, you don’t know where to improve. Selfdisrupt!
Admit to mistakes quickly. It makes people feel safer with the fear of change. Admitting it also lets you move past it faster and get onto correcting the course. While you are in the change, it’s harder to see clearer. Get over the fact that you will get it wrong, sometimes often.
(Kolleen added) - Don’t get discouraged if you feel alone. Leaders may be drawn to disruption and can handle it well, but many others may not be. Others may watch you and gain a lot by you being a good role-model for selfdisrupting and handling the feelings that come from it.
POWERFUL WOMEN OF THE GULF COAST - MASTERMIND GROUP