<?xml version="1.0" encoding="UTF-8" standalone="no"?><rss xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:media="http://search.yahoo.com/mrss/" version="2.0"><channel><title><![CDATA[Laran Evans]]></title><description><![CDATA[Insights and systems for leaders solving complex, chronic problems.]]></description><link>https://www.laranevans.com/</link><image><url>https://www.laranevans.com/favicon.png</url><title>Laran Evans</title><link>https://www.laranevans.com/</link></image><generator>Ghost 6.44</generator><lastBuildDate>Mon, 08 Jun 2026 12:32:45 GMT</lastBuildDate><atom:link href="https://www.laranevans.com/rss/" rel="self" type="application/rss+xml"/><ttl>60</ttl><xhtml:meta content="noindex" name="robots" xmlns:xhtml="http://www.w3.org/1999/xhtml"/><item><title><![CDATA[Pauses are part of the process]]></title><description><![CDATA[<p>When I get an idea, I go into &quot;creative mode&quot; for weeks to months at a time.</p><p>I&apos;ll build and build, ebb and flow, hypothesize and experiment iteratively, week after week.</p><p>These are exciting times when I feel alive.</p><p>Eventually, I reach a point where I</p>]]></description><link>https://www.laranevans.com/blog/pauses-are-part-of-the-process/</link><guid isPermaLink="false">66806941cdaf380001dfb2bf</guid><category><![CDATA[Personal Development]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Sat, 29 Jun 2024 21:17:26 GMT</pubDate><content:encoded><![CDATA[<p>When I get an idea, I go into &quot;creative mode&quot; for weeks to months at a time.</p><p>I&apos;ll build and build, ebb and flow, hypothesize and experiment iteratively, week after week.</p><p>These are exciting times when I feel alive.</p><p>Eventually, I reach a point where I feel stuck. Inertia carries me forward for a bit. But I feel the friction increase, my drive gears disengage, and I start to coast.</p><p>I start to over-engineer. My thinking becomes confused and over-complicated. I find myself lost down rabbit holes.</p><p>I eventually feel stuck.</p><p>I used to interpret this feeling as a sign that either:</p><ul><li>I had failed</li><li>The idea was bad or no longer worth pursuing</li></ul><p>But neither was true.</p><p>What I experienced was neither a statement about me nor a statement about the idea. It was a statement about the process.</p><p><strong>Everything breathes.</strong></p><ul><li>Every wave that comes in must also recede back into the ocean.</li><li>Every breath inhaled is also exhaled.</li><li>Every ending is also a beginning.</li></ul><p><strong>Nature enforces equilibrium and abhors a vacuum.</strong> There&apos;s always something you can do. But it&apos;s unhealthy to do the same thing forever or be a passive participant in your own story.</p><p><strong>There are no straight lines in nature.</strong> There&apos;s no such thing as progressing from start to finish in a straight line when creating something new. The detours, failures, and redirects are all part of the process.</p><p>Over the years, I&apos;ve learned to recognize these &quot;pause periods&quot; as an important clue that it&apos;s time to switch gears.</p><p><strong>Growth has three phases:</strong></p><ul><li>Create something new.</li><li>Decompose and repurpose something old.</li><li>Observe and evaluate what is.</li></ul><p>I&apos;ve converted this into a set of rules about how to approach life:</p><ul><li><strong>Do good when you can</strong>.<ul><li>Using diet as an example, doing good would be eating more healthy food, drinking more water.</li></ul></li><li>If you can&apos;t do good, <strong>do less bad</strong>.<ul><li>Not eating much healthy food? Eat smaller portions of unhealthy food or lower-calorie equivalents.</li></ul></li><li>If that isn&apos;t an option, <strong>observe and measure</strong>.<ul><li>Not willing to change what you eat? Track calories.</li></ul></li></ul><p>There&apos;s always something I can do to step toward a better version of myself.</p><p><strong>The pause periods are a sign that a transition is due.</strong></p><ul><li>Feel stuck?<ul><li>Take a break, get a fresh perspective, then refactor and consolidate.</li></ul></li><li>Feel frustrated? Don&apos;t see any messes to clean up?<ul><li>Great! What would a better version of this thing look like?</li></ul></li><li>Feel lost? Don&apos;t know what to do?<ul><li>Step back. Acknowledge what I&apos;ve accomplished. How do I feel?</li></ul></li></ul>]]></content:encoded></item><item><title><![CDATA[Never Manage a Problem You can Solve]]></title><description><![CDATA[<p>Solving a problem nobody cares about is usually a waste of your skills, abilities, attention, and time.</p><p>People will pay you very well to manage chronic problems they don&apos;t know how to solve. But if you&apos;re a creative thinker, problem solver, or someone who cares about</p>]]></description><link>https://www.laranevans.com/blog/never-manage-a-problem-you-can-solve/</link><guid isPermaLink="false">65a2eac93b2ad80001221ab4</guid><category><![CDATA[People & Relationships]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Sat, 13 Jan 2024 20:21:29 GMT</pubDate><media:content medium="image" url="https://images.unsplash.com/photo-1577401239170-897942555fb3?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wxMTc3M3wwfDF8c2VhcmNofDh8fHByb2JsZW0lMjBzb2x2aW5nfGVufDB8fHx8MTcwNTE3NjUwMHww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=2000"/><content:encoded><![CDATA[<img src="https://images.unsplash.com/photo-1577401239170-897942555fb3?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wxMTc3M3wwfDF8c2VhcmNofDh8fHByb2JsZW0lMjBzb2x2aW5nfGVufDB8fHx8MTcwNTE3NjUwMHww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=2000" alt="Never Manage a Problem You can Solve"><p>Solving a problem nobody cares about is usually a waste of your skills, abilities, attention, and time.</p><p>People will pay you very well to manage chronic problems they don&apos;t know how to solve. But if you&apos;re a creative thinker, problem solver, or someone who cares about outcomes and results, these opportunities will feel soul-crushing. You will lose your spark, gradually lose people&apos;s trust, and eventually burn out and leave (voluntarily or not).</p><p>People will pay you fairly well to do what they believe will solve their problem. But if they knew how to solve the problem, they wouldn&apos;t have a problem. What they&apos;re really doing is delegating accountability for their problem to you, making it your problem. In these situations, do not try to solve the problem. You will be punished for solving the problem because by solving it you will reveal that the problem was solvable, but the person who delegated it to you wasn&apos;t skilled or knowledgable enough to solve it. They were some combination of lazy, overwhelmed, and casual with the financial resources they were given.</p><p><strong>Never manage a problem you can solve.</strong> And know that <strong>problems cannot be solved with action</strong>. They can only be managed with action.</p><p><strong>Problems are only ever solved by changing the way people think.</strong> This is challenging and uncomfortable work. It requires accepting misperceptions, false beliefs, fears, and the inconvenience and relative discomfort of change.</p><p><strong>Problems are never technical. All problems are people and relationship problems.</strong></p><p>The difficulty of this work cannot be overstated. But it can be done. However, it can only be done with a certain amount of detachment from the culture in which the problem exists. It requires disruptions to existing relationships, norms, and expectations. I&apos;d estimate that about 85% of people would avoid this kind of work about 85% of the time. So problems are rarely solved. This is exactly why problem solving is such a valuable skill.</p><p>Very few people are able, let alone motivated to do this work effectively. And even fewer are able to do so consistently. It simply requires more social and political capital than most people either have or are willing to invest. <strong>Everyone wants to belong.</strong></p><p>Importantly, these projects cannot be led from the middle. <strong>They can only be led from the top.</strong> If you try to solve these problems from the middle you will become the problem and the organization will be more than happy to let you go, declare success, and revert right back to the status quo, problem and all.</p><p><strong>Problems also cannot be solved alone.</strong> Leadership must care enough about the problem to change the culture they represent. This requires participation from people who focus on problems and solutions (innovators), people who focus on personal growth and development (early adopters), and people who care about relationships and influence (the early and late majority as well as the laggards).</p><p><strong>Change is led by innovators, through early adopters, with the support of the majority.</strong></p><p>The biggest obstructions to change are expectations and time. Change happens when people are ready. It does not happen on a schedule when you want to keep everyone on-board. If you want to change quickly, you will lose some people, which means you will lose some knowledge, skills, relationships, and trust. Accept this and be brave.</p><p>Losing some people doesn&apos;t mean you&apos;re failing as a leader. Losing people reveals their window of tolerance for change. We all have one. Some people have a wider window of tolerance than others. This is part of the human condition. <strong>Be compassionate, collaborative and pro-active and you will be leading well.</strong></p><p>We all eventually accept that change is inevitable. We just want to be on the winning team. We all want to feel safe and we all want to belong.</p><p>Accept yourself and your experience of change. Accept the discomfort and inconvenience. Accept the awkwardness of the process. And accept that everyone around you is feeling something similar.</p><p>Above all, do not accept responsibility to manage a problem that you can solve. Having a job isn&apos;t what makes you valuable. <strong>You are valuable, period.</strong></p><p>Make problems go away so you can focus on the next problem, and the next, and the next. Be compassionate, kind, and collaborative along the way and just keep on going.</p>]]></content:encoded></item><item><title><![CDATA[Be the Person Who Does the Things that Yield the Consequences You Prefer]]></title><description><![CDATA[<h2 id="have-do-be-invites-suffering">Have, Do, Be Invites Suffering</h2><p>Lack of resources is a common and convenient excuse for disappointing circumstances.</p><h3 id="have">Have</h3><p>Once I have the resources I believe I need ...</p><h3 id="do">Do</h3><p>... then I will be able to do what I need to do ...</p><h3 id="be">Be</h3><p>... to feel fulfilled, happy, and grateful for my circumstances.</p>]]></description><link>https://www.laranevans.com/blog/be-do-have-the-mindset-that-works/</link><guid isPermaLink="false">65873a8927ba340001e57d98</guid><category><![CDATA[Personal Development]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Sat, 23 Dec 2023 20:21:42 GMT</pubDate><content:encoded><![CDATA[<h2 id="have-do-be-invites-suffering">Have, Do, Be Invites Suffering</h2><p>Lack of resources is a common and convenient excuse for disappointing circumstances.</p><h3 id="have">Have</h3><p>Once I have the resources I believe I need ...</p><h3 id="do">Do</h3><p>... then I will be able to do what I need to do ...</p><h3 id="be">Be</h3><p>... to feel fulfilled, happy, and grateful for my circumstances.</p><p>This mindset is the <strong>cause</strong> of disappointing circumstances.</p><p>This mindset <strong>perpetuates</strong> suffering and <strong>undermines</strong> a person&apos;s potential, which may be very real.</p><p><strong>Consider this</strong> instead ...</p><h2 id="be-do-have-invites-abundance">Be, Do, Have Invites Abundance</h2><h3 id="be-1">Be</h3><ol><li><strong>Authentic</strong> and grateful to be who you are.</li><li><strong>Present</strong> with yourself and your circumstances.<ol><li>Invest the same time, energy and effort you usually put into dissociating, escaping, ignoring, or denying ...</li><li>... into ...<ol><li><strong>Empathizing</strong> with yourself and others.</li><li><strong>Acknowledging</strong> your circumstances and your experience of those circumstances.<ol><li>Give yourself permission to experience, and release all of the emotions that you&apos;ve been either managing or suppressing. Allow them to flow through you and back out into the universe where they can serve someone else. They&apos;re just energy (emotion = energy in motion). They&apos;re heavy when we hold on to them but light when we let them go. It&apos;s healthy to let them go. Give yourself permission to let them flow through you.</li><li>Give yourself permission to release all of the &quot;shoulds&quot; and expectations that haunt your mind. The &quot;shoulds&quot; aren&apos;t real and many of the expectations aren&apos;t yours. We keep them around to help us feel small and safe. We hoard them because they&apos;re familiar, not because they serve us. Give yourself permission to let them go.</li></ol></li><li><strong>Embracing accountability</strong> for your experience, your circumstances, and the experience of the people around you.</li><li><strong>Taking responsibility</strong><ol><li>This opens the door to the circumstances you would prefer.</li></ol></li></ol></li></ol></li><li><strong>Grateful</strong> for the many lessons being offered to you by your circumstances.</li><li><strong>Decisive</strong>.<ol><li>Your circumstances will not change until <strong>you</strong> change.</li><li>You must <strong>become the person you believe you would prefer to be</strong>.</li><li>Your circumstances will eventually catch up with your decision.<ol><li><strong>So choose honestly and with intention</strong>.</li></ol></li></ol></li><li><strong>Courageous</strong> enough to allow yourself to experience the fear and discomfort that accompanies change.</li><li><strong>Bold</strong> when it suits you. Other people will have opinions. But only you are accountable for your decisions. Everyone else will be fine. ... Yes, they will.</li><li><strong>Playful</strong>.<ol><li>You are making mistakes now and will make more in the future. <strong>Accept this</strong>.</li><li>Decide to <strong>enjoy the process</strong>. The lessons you learn along the way will be worth it. <strong>Your future self will be grateful.</strong></li></ol></li></ol><h3 id="do-1">Do</h3><p>Do what that person does.</p><ol><ol><li>A strong person lifts heavy things.</li><li>A smart person reads, listens, and considers unfamiliar and sometimes challenging ideas.</li><li>A caring person empathizes.</li><li>Whatever you decide you are, <strong>do what that person would do</strong>.</li></ol></ol><h3 id="have-1">Have</h3><ol><li>The universe offers karma <strong>on it&apos;s own time and in it&apos;s own way</strong>.</li><li><strong>Trust the universe to provide and it will.</strong><ol><li><strong>Doubt the universe and it won&apos;t.</strong></li></ol></li><li><strong>Focus</strong> 100% of your heart and mind on what you are being and doing.<ol><li>Everything else is none of your business.</li></ol></li></ol>]]></content:encoded></item><item><title><![CDATA[Proverbs 22:29]]></title><description><![CDATA[<blockquote>Seest thou a man diligent in business? He shall stand before kings.</blockquote><p>This is so true.</p><p>We do all things exactly as we do the smallest of things.</p><p>Our behavior reflects our beliefs, mindset, and incentives (or lack thereof).</p><ol><li>Beliefs and Mindset (Be)</li><li>Habits, Routines and Rituals (Do)</li><li>Results, Experiences,</li></ol>]]></description><link>https://www.laranevans.com/blog/proverbs-22-29/</link><guid isPermaLink="false">6587386c27ba340001e57d67</guid><category><![CDATA[Personal Development]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Sat, 23 Dec 2023 19:49:52 GMT</pubDate><content:encoded><![CDATA[<blockquote>Seest thou a man diligent in business? He shall stand before kings.</blockquote><p>This is so true.</p><p>We do all things exactly as we do the smallest of things.</p><p>Our behavior reflects our beliefs, mindset, and incentives (or lack thereof).</p><ol><li>Beliefs and Mindset (Be)</li><li>Habits, Routines and Rituals (Do)</li><li>Results, Experiences, and Karma (Have)</li></ol>]]></content:encoded></item><item><title><![CDATA[On Guessing]]></title><description><![CDATA[<p>I&apos;ve come to the realization that many people are simply guessing their way through life.</p><p>I have no more answers than anyone else. And I have exactly as much wisdom in the present as I have failures and blunders in my past.</p><p>I do, however seem to manage</p>]]></description><link>https://www.laranevans.com/blog/on-guessing/</link><guid isPermaLink="false">6513a77063197c00017dd3eb</guid><category><![CDATA[People & Relationships]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Wed, 27 Sep 2023 06:41:09 GMT</pubDate><content:encoded><![CDATA[<p>I&apos;ve come to the realization that many people are simply guessing their way through life.</p><p>I have no more answers than anyone else. And I have exactly as much wisdom in the present as I have failures and blunders in my past.</p><p>I do, however seem to manage my own incompetence differently.</p><p>When asked a question:</p><ul><li>When I know the answer, I share it.</li><li>When I don&apos;t know the answer, I say &quot;I don&apos;t know&quot;.</li><li>When I&apos;m not sure, I say &quot;I&apos;m not sure&quot;.</li></ul><p>Sometimes I know the answer but find myself in the presence of someone who is both incompetent and vocal. How loud someone is seems to correlate more strongly with insecurity than either wisdom or agency.</p><p>Anyone attempting to overcome ignorance with volume is unlikely to offer reasonable consideration to other ideas. They choose to be blind to reason.</p><p>The only reasonable course of action in situations like this seems to be to allow the community to reconcile the irrationality through either suffering or non-compliance. Though efforts may not bear fruit, as long as nobody complains, there is no problem or reason to reconsider.</p><p>In cultures like this the incentive to belong outweighs the incentive to contribute agency to the group. In this context, there is no greater service than insulating others from accountability for their behavior.</p><p>In cultures like this, knowledge is a burden to be either dodged or hidden. While tokens of knowledge receive praise that is as vigorous and compelling as it is insincere, disloyalty is punished absolutely and publicly.</p><p>In cultures like this, to know things is to feel dirty about oneself, to be demeaned and condemned in public. Your days are numbered if you insist on being more loyal to the consequences of your actions than to others&apos; belief in an imaginary duty to blindly absolve them for the consequences of their actions.</p><p>They will call it empathy. They will call it wisdom.</p><p>It is not empathy and it is not wise. It is ruinous enabling. But I digress ...</p><p>Other times I&apos;m asked to guess. I don&apos;t like guessing. I prefer to say &quot;I don&apos;t know.&quot;</p><p>In these moments I give myself grace and permission to feel uncomfortable. I empathize with the situation.</p><p>Asking someone to guess is like offering an insincere apology.</p><ul><li>An insincere apology is when a person asks another person whom they&apos;ve injured for permission to escape the inconvenience of accountability for their behavior and an opportunity to injure them again.</li><li>A sincere apology is when a person demonstrates gratitude to another person whom they&apos;ve injured by acknowledging the injury they caused, asking permission to be accountable for their behavior, offering to repair the injury (if possible), pledging to not do it again, and asking for either acknowledgement and acceptance of their limitations, or an opportunity to do better starting now.</li></ul><p>Similarly:</p><ul><li>Asking someone to guess is when a person who doesn&apos;t know asks another person who may or may not know for permission to escape the inconvenience of accountability for their ignorance and the opportunity to hold someone else accountable for their ignorance instead.</li><li>Accepting an &quot;I don&apos;t know&quot; is seeing someone as a person, not just a vending machine for excuses. It is appreciating someone&apos;s accountability for their words as a sign that they are likely also accountable for their actions. It is showing gratitude for the opportunity to find the truth where it lies, not just wherever you got tired of looking for it.</li></ul><p>People ask others to guess when the weight of their ignorance is so unbearable that they become desperate for someone else to take accountability for their ignorance.</p><p>They would rather loudly proclaim false information and attribute it to you, likely not considering whether or not you were either qualified or confident to begin with. This offers the potential for a double dose of the attention they crave.</p><p>Fortified (poorly) by your guess, they have carte blanche to be as loud and misinform with abandon knowing that if ever called to be accountable for the veracity or consequences of their claims, they can simply attribute the misinformation to you.</p><p>Then they can join those who would otherwise hold them accountable, in turning against you.</p><p>But I digress ...</p><p>So, when asked to guess, I decline. And when drowning in misinformation, I am patient.</p><p>The truth is never not true. Given enough time, once all misinformed attempts have failed, and the most foolish among us have long since departed for more forgiving opportunities, the only remaining option will be to heed the call of truth, and do what&apos;s been staring us in the face all along.</p><p>To quote Marianne Williamson from &quot;A Return to Love: Reflections on the Principles of &apos;A Course in Miracles&apos;&quot;:</p><blockquote>Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, &apos;Who am I to be brilliant, gorgeous, talented, fabulous?&apos; Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won&apos;t feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It&apos;s not just in some of us; it&apos;s in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.</blockquote><p>I empathize with the fear and I do not judge others for not knowing everything. I don&apos;t know everything. Nobody does.</p><p>I appreciate the inconvenience of accountability. I remind myself often, and would encourage you to consider, that agency is the dividend paid on the investment of accountability. It is the one true antidote to fear.</p>]]></content:encoded></item><item><title><![CDATA[Great Leaders are Honest and Likable]]></title><description><![CDATA[The answer to just about every interesting question seems to be "It depends.". The not-so-obvious reasons why honesty and likability are ...]]></description><link>https://www.laranevans.com/blog/great-leaders-are-honest-and-likable/</link><guid isPermaLink="false">61f818da675325003bf74cb1</guid><category><![CDATA[Personal Development]]></category><dc:creator><![CDATA[Laran Evans]]></dc:creator><pubDate>Mon, 31 Jan 2022 22:13:14 GMT</pubDate><media:content medium="image" url="https://images.unsplash.com/photo-1541844053589-346841d0b34c?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wxMTc3M3wwfDF8c2VhcmNofDJ8fGhvbmVzdCUyMGxlYWRlcnNoaXB8ZW58MHx8fHwxNzA1MTc4MDkxfDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=2000"/><content:encoded><![CDATA[<img src="https://images.unsplash.com/photo-1541844053589-346841d0b34c?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wxMTc3M3wwfDF8c2VhcmNofDJ8fGhvbmVzdCUyMGxlYWRlcnNoaXB8ZW58MHx8fHwxNzA1MTc4MDkxfDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=2000" alt="Great Leaders are Honest and Likable"><p>The answer to just about every interesting question seems to be &quot;It depends.&quot;.</p><ul><li>Many people like tomatoes, but I don&apos;t.</li><li>Though I don&apos;t like tomatoes, I eat them.</li><li>If you asked me &quot;Do you like tomatoes?&quot; I would say &quot;No&quot;.</li><li>But I would feel disappointed if I couldn&apos;t have them on my sandwich, sometimes.</li></ul><p>And don&apos;t get me started on a good marinara. I LOVE a good red sauce, when it&apos;s good.</p><h2 id="what-do-leaders-do">What Do Leaders Do?</h2><p>Well, it depends.</p><p>People don&apos;t act randomly. But, they act with information nobody else has in the moment they act, <strong>unless a leader put it there</strong>.</p><p><strong>Leaders create incentives, observe, and respond with intention.</strong></p><p>Good leaders are good leaders for one reason: they have at least a little bit more integrity and courage in moments when others have less.</p><p>Bad leaders are bad leaders for a zillion reasons that only make sense in retrospect.</p><h2 id="how-do-leaders-do-it">How Do Leaders Do It?</h2><p>By being both honest and likable.</p><h3 id="theyre-honest">They&apos;re Honest</h3><p>Leaders say what needs to be said when others need to hear it. Sometimes this means saying something revolutionary. Sometimes it&apos;s evolutionary. And sometimes it&apos;s the status quo.</p><p>Followers do what they want to do. Sometimes this means doing something. Sometimes it means waiting for someone else. Sometimes it means deciding to disagree. Sometimes it means refusing to pay attention. Sometimes it means prioritizing the outcome over the method. Sometimes it means prioritizing the method over the outcome. It all depends.</p><p><strong>Leaders stack the deck with incentives</strong>, both positive (rewards) and negative (consequences), <strong>and they get the balance right</strong>.</p><p>Too much positive incentive doesn&apos;t work for long enough. Too much negative incentive works for longer than it should. Neither one works well enough for long enough to justify the effort, given any other choice.</p><p><strong>Leaders teach people what to do and respond with integrity when they do it.</strong></p><p>If you said there would be a consequence, provide a consequence. If you said there would be a reward, provide a reward.</p><p>Good leaders have integrity. But I said leaders are honest. How do we go from integrity to honesty?</p><p><strong>Integrity over time cultivates trust. Enough trust becomes belief. And enough belief over time becomes truth.</strong></p><p>Tell people what they already believe and they will believe you&apos;re being honest because it validates their own beliefs to believe it. Tell people that <u>they</u> are right and they will believe that <u>you</u> are right.</p><p><strong>Leadership is little more than a dynamic mirror.</strong></p><h3 id="theyre-likable">They&apos;re Likable</h3><p>Would you follow a leader you didn&apos;t like if you could choose to follow someone else you liked more?</p><p>Among the leaders you do like, do you still want more from them?</p><p><strong>Leaders from whom you want more have what they need to lead you. They have your attention.</strong></p><p>Through your attention a leader can offer incentives to influence how you feel, and therefore how you act.</p><p><strong>Honesty is about belief, not truth</strong>. We believe what a person says when we believe they are an honest person.</p><p>Let me say that a different way ...</p><p><strong>We believe people not because of what they say, but because of what we believe they are.</strong></p><p><strong>Beliefs are durable. They&apos;re stable by default. Beliefs remain unchanged until there&apos;s a reason to change them.</strong></p><p><strong>Likability is about what we feel, and feelings are fluid.</strong></p><p><strong>Feelings change from moment to moment based on where we focus attention.</strong></p><p>In general, focus on good things to feel good. Focus on bad things to feel bad.</p><p>Here&apos;s the &quot;trick&quot; that enables leadership: <strong>what you focus on can be inside you or outside you. But your emotions can only be inside you and only you.</strong></p><p><strong>Your emotions travel on a one-way street with three destinations: your subconscious, to your conscious, to the world.</strong></p><p>Leading others the wrong way down this street doesn&apos;t work well for long. Trying to get people to feel good about themselves by getting them to feel good about you, doesn&apos;t work well for long. It only works until something better comes along.</p><p>&quot;Better&quot; can be the presence of another leader, or simply the absence of the bad leader. The bad leader&apos;s ability to influence fades over time.</p><p>On the other hand, good leaders do this ...</p><p><strong>Good leaders focus our individual attention on ourselves.</strong> They celebrate the good in us and make it visible to others. When others believe we are good, who are we to disagree. And so we believe we are a better version of ourselves in the eyes of others, through the leader.</p><p>Good leaders are likable because they give us an opportunity to like ourselves at least a little bit more with them than without. We like them because we like ourselves.</p><p><strong>How we feel about ourselves creates the lens through which we see the world. We see the world as we are.</strong></p><p>When we feel good about ourselves, we feel good about others as well. But externalized feelings are not feelings, they&apos;re beliefs.</p><p>We feel inside according to where we focus our attention. When we focus on good, we feel good. When we focus on suffering, we suffer.</p><p>Over time we learn to associate how we feel with what we focus on when we feel that way. When the correlation is consistent we confuse the integrity of the correlation with the integrity of what we focus on.</p><p>The integrity of the correlation leads us to trust what we focus on. Enough trust becomes belief. And enough belief over time becomes truth.</p><p>Momentary feelings inside ourselves become durable beliefs about other people.</p><p>People who understand this process have the potential to lead. People who are able to harness it, lead.</p><h2 id="conclusion">Conclusion</h2><p>Leadership is both powerful enough to seem like an advanced technology, and universal enough to suggest that it must appeal to some very fundamental aspect of what it means to be human.</p><p>Many recipes for leadership seem to work for a while. But in my own experience, effective leaders all share two traits: honesty and likability.</p><p>Effective leaders are both <strong>believed</strong> and <strong>beloved</strong>.</p>]]></content:encoded></item></channel></rss>