It doesn’t matter whether you’re an entrepreneur, athlete, business leader, top sales producer or head of your family. You want to be confident and be your best — when it counts the most. Having strong self–confidence (scientifically known as self-efficacy) helps you be your best, even under stress. According to my research, 96% of C-level executives and entrepreneurs want more confidence, at least in their most high-pressure situations. I’ve had similar findings with athletes, sales professionals. There are three general approaches to build self–confidence: (1) with your mind, (2) with your body and (3) by minimizing your confidence saboteurs. Build self–confidence with your mind. Control your self-talk. Yes, it’s easy to say and hard to do, but you can consciously control some, or most, of your self-talk. Your mind is always listening to your self-talk and programming itself like a computer from this inner talk. To be confident, make sure your inner self-talk creates more, not less, self–confidence. Conscious use of affirmations can be helpful. To learn more, click here.

One of the most exciting days in the EOS Journey is when the Vision/Traction Organizer (V/TO) is complete, and the leadership team is 100% aligned on a common Vision for what they want from the business. Next comes getting the vision Shared by All. For companies running on EOS, the work of sharing the vision to get buy-in and engagement never ends. All leaders carry the unofficial title of “Chief Reminding Officer” because human nature means we need to hear something seven times before really hearing it for the first time! How do we build awareness and buy-in for our Vision with our entire team? Fortunately, the EOS Process and EOS Tools contain some built-in rituals to help team reinforce the Vision so that most employees are exposed seven or more times every year: Interviewing: New prospects hear about the Core Values as part of our screening process. Onboarding: New employees learn

If you aren’t comfortable passing work off to members of your team, now is the time to start getting used to the idea. Many leaders are exhausted by all the work on their plate, and it’s easy to get overwhelmed by a mountainous to-do list. A dangerous trend I saw with many leaders coming out of COVID was holding on to more work because they were stressed! Delegating isn’t just an important skill for leaders; it’s absolutely necessary. That’s one of the reasons why EOS offers the Delegate & Elevate tool to help you and your team master time management and time ownership. Using this tool is one of the simplest things you can do to take your workflow from “surviving” to “thriving,”  and you, your team, and your business will absolutely benefit from it. Here are a few reasons why you should use the Delegate & Elevate tool to help your team establish better time

As leaders, the phrase “employee engagement and retention” is repeated often. So often that I would argue that we get lost in the slogan and the formal programs or initiatives that happen, forgetting about a simple action that we can do to grow it: show gratitude. Think about the last time someone expressed gratitude for something you did for them. Maybe they sent you a handwritten thank-you card for a gift you gave them, or bought you lunch to express their thanks. Hopefully you have an example, and you remember the so-called “warm and fuzzy” feeling it produced. Those are special moments. But maybe you are more familiar with “leadership is lonely” place. Maybe all your examples are complaints from your team, urgent requests from your leader, and peers who are so busy that ‘thank you’ is rare because we are all just “busy doing our jobs.” For the two examples above, which would you want more of? Hopefully it‘s the first! The truth is that any behavior you want to be part of your culture starts with you as the leader. Now let me ask you a

Preface: I have a great passion for this topic. It ties directly to the first Core Focus I wrote over: “My passion is to maximize growth and minimize pain to help leaders move to, and past, the tipping point of success.” It also comes from the fact that I have personal experience successfully onboarding. That said, there was a time I only lasted in a role for 11 months, so I’ve also been one of the statistical failures I’ll reference in just a second. Having seen both sides and had both experiences, I know what it takes to help a newly-joined leader find success, and I want to share that with you. Leadership role transitions are a place of great opportunity and great risk, for both the leader and the organization. Research has quantified this risk: Over 40% of leaders fail within 18 months at a cost of over 18x the individual’s salary. The good