The ones who are change proof embrace change as an opportunity to grow into more powerful, capable versions of themselves.

<ul><li>Take 100% responsibility for your choices, reactions, and lived experience no matter what changes or hardships occur. </li><li>You always have a choice in how you respond. </li><li>This internal locus of control is empowering amid situations where external factors are in flux.</li></ul>

Taking Complete Responsibility

<ul><li>Don't just endure change - embrace it proactively even when difficult or uncomfortable. </li><li>Regularly test and expand your limits. </li><li>Like a muscle, your adaptability and resilience grow through exposure to small daily stresses and changes. </li><li>Seek out challenges to grow your change muscle. </li></ul>

Flexing Your Change Muscle

True security and confidence come from within, not external sources like status, possessions, accolades or the opinions of others. Connect to your inner stillness and stability. No person or transient thing can shake you when your sense of self-worth comes from inside.

Finding True Security Within

<ul><li>Fully incorporate adaptability and growth into your core identity. </li><li>When you derive self-worth from continuous learning and progress versus stability, change no longer disturbs a rigid sense of self. </li><li>You expect occasional upheaval. Change becomes integral to who you are.</li></ul>

Incorporating Change into Your Identity


Learn to detach from rigid assumptions, narrow identities, and old stories about who you are and what you're capable of. Hold aspects of your life loosely rather than clinging rigidly. What we tightly cling to out of fear or ego often ends up restricting rather than supporting us. Releasing limiting attachments frees us.

Letting Go of Limiting Attachments

<ul><li>Build an unshakeable core belief in yourself, your inner wisdom, and your capability to positively handle anything life sends your way. </li><li>Draw strength from your true self and inner compass versus external validation or transient things. </li><li>Self-trust provides stability and anchors you amid turbulent change, enabling clearer decisions. </li></ul>

Developing Unshakeable Belief in Oneself

Catch and alter self-limiting narratives running inside your head that reinforce resistance and fear of change. Edit your inner story to describe yourself as adaptable, ready to handle any transition or challenge. The words shape your experience and self-image.

Changing Your Inner Narrative

Change is an inevitable constant in life rather than an aberration. Cycles of change and reinvention are woven into the fabric of human history and our personal lives. Rather than futilely resisting change, we can accept it as an integral part of life. Reframing change as an opportunity and catalyst for growth rather than a threat is a key mindset shift to adapt and succeed in its midst.

Recognizing Change as Inevitable and Constant

In Change Proof, Adam Markel provides strategies to develop resilience in the face of life's inevitable changes. He offers principles and mindset shifts to embrace change as an opportunity for growth rather than resisting it.

Learn how to thrive on uncertainty instead of merely managing it—from the resiliency expert and author of PIVOT In his #1 bestselling guide to resilience, Pivot, business and personal development expert Adam Markel showed how building resilience can supercharge your life and career. Now, in Change Proof, he shows how you can move beyond managing change to actively embracing it—and actually using times of uncertainty, crisis and chaos to create opportunities and stimulate positive growth. Broken down into four parts, Change Proof explores the dynamics of change and provides a model of how to create the mindset that embraces it fully. Using case studies, current research and his years of experience as an expert in the integration of business and personal development, Markel uses real-life scenarios to illuminate the lessons in engaging chapters that include: <ul><li>The Myth of Balance</li> <li>The Resilience Bank Account</li> <li>Recovery vs. Burnout</li> <li>Even Michael Jordan Paused</li> <li>Get Out of Your Head</li> <li>A Little Failure Goes a Long Way</li> <li>Calm Is Contagious</li> <li>What Change-Proof Culture Can Do for You</li> </ul> You’ll learn how to choose change before it chooses you, what it takes (and what it means) to become truly change proof, and how to leverage your relationship to change. You’ll also find practical strategies in the change-proof model (pause, ask, choose). With a combination of mindset recalibration and specific, hands-on ways to make it work, Change Proof will help you take the art and science of resilience to the next level—and look forward to future and all the changes it will bring, with full confidence.

personaldevelopment

Personal Development

strategy

Strategy

books

Books

leadershipandmanagement

Leadership & Management

Adam Markel

Change Proof: Leveraging the Power of Uncertainty to Build Long-term Resilience

You might be seeking benefits such as revenue (more clients seek you out because of your strong brand); impact (you’re offered the chance to write a book or a column for a <a href="https://www.linkedin.com/pulse/20140327193839-5068349-how-to-start-writing-for-high-profile-blogs/">high-profile publication</a>); or career progression (in a crowded field, you’re chosen for the coveted promotion).Building a strong personal brand is a process that plays out over many years. The benefits rarely accrue in weeks or even months.It’s essential to develop a hypothesis for how long you suspect your project will take. Also look for signs of progress, celebrating the small wins.

Get Clear on The Benefits — and How You’ll Track Them

Developing a regular schedule is important for your personal branding project, as well, because it ensures that even if you get busy, the most important tasks won’t fall off your radar. We can never fully control how others view us. But when you manage the cultivation of your personal brand like a project – replete with a compelling purpose, ambitious objectives, a realistic timeline, and clear deliverables – your chances of success in developing a reputation you can be proud of will be much higher.

Developing A Schedule

Most professionals recognize the value of having a strong personal brand. After all, if you’re not associated with particular concepts or strengths or characteristics or viewpoints, then you’re probably invisible inside your organization. That might be fine for where you are now, but if you want to advance, you need to distinguish yourself in some way. Conversely, if you have a strong personal brand, people often seek you out for opportunities or want to work with you, specifically. A strong personal brand is a form of <a href="https://www.fastcompany.com/90529474/how-to-give-yourself-career-insurance-during-uncertain-times">career insurance</a>.

A Personal Brand Is Career Insurance

Developing and honing your personal brand takes time — and it’s almost never “urgent.” So why bother? It’s essential to get clear on your purpose before starting, or your motivation is likely to flag quickly when time pressures emerge. One trick is to ask several times, “Why am I doing this project?”The answer might be: to be recognized for my expertise. Then ask yourself again: Why do you want to be recognized for your expertise? If after the exercise you don’t reach something relevant then you not start the project.

Identify Your Purpose

When it comes to your personal brand, even though there may be some investments (you might decide it’s useful to create a personal website, for instance), the majority of your investment will be in the form of your time. For instance, you might decide to focus on building your network, creating content (such as launching a blog), or <a href="https://hbr.org/2017/01/what-you-need-to-stand-out-in-a-noisy-world">cultivating social proof</a>. It’s important to recognize that building a strong personal brand is a project that will take years to accomplish in the form you’d like.

Decide on Your Investment

Building a strong personal brand may seem like a project that only affects you — but actually, it’s worth thinking expansively about the stakeholders that may be impacted. Your boss, for instance, may feel threatened or worry that you’re plotting to leave your job if you suddenly start to get active on social media or take steps to raise your profile. Where possible, it’s important to keep them apprised of your goals and enlist their support.

Identify Your Stakeholders

Projects are delivered by people, and they can’t be automated. So ensuring that you have enough time to dedicate toward building and managing your personal brand is key. In most cases, before starting the project, we recommend that you stop one or two activities that you are currently doing. Maybe that means reducing your volunteer activities, or quitting your sports league, or recognizing that you won’t actually learn Italian this year. But giving yourself sufficient resources to commit to the new project is an essential starting point.

Lay out Your Resources and Deliverables

Everything you do that’s visible to other people in some way will factor into your personal brand. It’s important, therefore, to ensure you’re taking steps to convey the right messages.We apply the principles of project management to personal branding and outline six tenets to follow:1) Identify your purpose2) Decide on your investment3) Get clear on the benefits — and how you’ll track them.4) Identify your stakeholders.5) Lay out your resources and deliverables.6) Nail down your plan.

Your Personal Brand

By breaking the work into the most important things that need to be completed on a weekly or biweekly basis and then having honest conversations about what they accomplished during those periods, teams hold themselves accountable, focusing on what they need to do. Instilling the habit of making and reviewing commitments each week is a great way to focus on what’s important and get a clear picture of what’s getting done.

Forming Routines And Habits

You need to ask: How and when will the work be carried out? Every project manager will tell you projects have a natural flow. There is a relaxed feeling at the beginning of the project, as the end seems distant. Stress starts to hit as the project moves toward the midway point and teams realize that deadlines are coming quickly. Toward the end of the project, everyone is in a mad scramble to get things done. A key job of project managers is breaking projects into smaller deliverables with deadlines to lessen this effect.

Nail Down Your Plan

Your personal brand is your career insurance.

The truth is, everything you do that’s visible to other people in some way — be it in real life or online — will factor into your personal brand. It’s important, therefore, to ensure you’re taking steps to convey the right messages. The authors apply the principles of project management to personal branding and outline six tenets to follow: 1) Identify your purpose 2) Decide on your investment 3) Get clear on the benefits — and how you’ll track them. 4) Identify your stakeholders. 5) Lay out your resources and deliverables. 6) Nail down your plan.

career

Career

Approach Your Personal Brand Like a Project Manager

There are three damaging reactions to your team's anger.<ul><li>Dismissing the team's grievances, believing they need to get over it.</li><li>Deflecting issues. First showing interest, but then changing the subject and not doing anything about it.</li><li>Defending. If you are emotionally distant from your team, you may react defensively to protect yourself.</li></ul> Depersonalise how you receive feedback that your team is angry. See these inputs as data. Don't add your judgment or excuses to the data. This will enable you to respond more effectively.

Stabilise your emotion before reacting to theirs

Consider your blind spots that could contribute to their anger. How you engage with your team can increase the tension or improve trust. Once you've identified your blindspots, be willing to publicly own the areas where you need to improve and request feedback and advice. This approach can shift perceptions from negative to positive.

Owning your part

Accept the feedback that your team is frustrated without judging your team or yourself. Ask for more information, demonstrating that you care to acknowledge it. Then reframe the concept of anger as a part of the human condition that, when managed effectively, can improve the drive across your team. Offer your team members a safe space to vent. Then encourage them to partner with you to find solutions that benefit everyone.

Lean into their anger with an intent to learn

Recent research from Gallup shows that daily rates of anger, stress, worry and sadness among American workers are worse than over the past decade. As a team leader, you are responsible for managing your team's moods without letting their anger impact your effectiveness.

Managing anger in the workplace

Once you have de-escalated emotions, you can channel their frustration toward more constructive outcomes. <ul><li>Helping your team redirect their frustration toward a battle that benefits others can help spark creativity around what changes to make.</li><li>Design goals that involve striving for success instead of doing a task to avoid failure can increase their stamina and grit.</li><li>Consider the quality of your team's goals. Are the goals within reach or so unreasonable that they will likely give up?</li></ul>

Redesign team goals together

Four strategies to help managers respond with compassion.

mentalhealth

Mental Health

communication

Communication

Managing Anger, Frustration, and Resentment on Your Team

In every successful company, you have got a core team with following qualities:<ul><li>The one who has very good product sense.</li><li>The one who has emotional intelligence for all the stakeholders.</li><li>And the one who knows who to make people move fast.</li></ul>

A Successful Company

Next generation of successful programmers will be those who can write programs such that software themselves can learn how to solve a problem. This is also called machine learning.

Machine Learning

Three pointers for entrepreneurs who want to build a great company: <ul><li>Have an incredible founding team & right founders to address right kind of problem</li><li>You need to have some luck</li><li>Passion, lots of hard work and hiring awesome people</li></ul>

Advice To Entrepreneurs

Great products are built from self-use. As a founder, you know whether your product really works or not. And if you don’t know, get the data from your initial set of customers and analyze it. Making sure your product works before you take VC money and start expanding in all directions.

Self Usage: Eating Your Own Dog Food

<ul><li>Hire intelligence over experience.</li><li>Take your time to hire the right guys. And if things are not working with new hires even after doing multiple interventions, fire them fast.</li><li>Sell your dream to prospective candidates. Hire those to whom it makes sense. .</li><li>Hire ordinary people who have done extraordinary things.</li><li>Hire people who can work better in teams. Give a person an exception to be an individual contributor if she is an exceptional talent.</li><li>On the finance side, hire CFOs who have gone bankrupt because they have seen what should not be done to become bankrupt.</li></ul>

Hiring Tips From Eric Schmidt

Outsiders should understand that it’s not their company. This means to avoid being the face of the company or getting media coverage. That’s what Eric did when he was leading Google and Larry Page, Sergey Brin. He focused on running the company & making it profitable leaving Larry & Sergey to be the face of it.

A CEO Who Is Not A Founder But An Outsider

<ul>
<li>As a young manager, observe and do everything to learn various aspects.</li>
<li>The first 10 years of your career is too crucial & that’s where you learn all the stuff. Thus it’s important that you focus on getting the right kind of learning.</li>
<li>To make a better decision, keep asking yourself “What should be happening in your career/start-up in the next 5 years”. </li>
<li>This might sound like a theory to you or you probably have heard from yogis to practice living in the moment. But that doesn’t mean you should not try to foresee or plan where you want to go and how you can probably reach out there.</li>
</ul>

Advice For Young Managers

The way you build great products is by building a small team, working really hard, pushing the team & getting the product out which just barely works.  Example: The original iPod just barely worked initially. From there, Apple improved it before it was taken to the mass market. As a founder, you have to have a judgment when your product & start-up is ready to scale.

Building Great Products Is A Long Game

Advice to Young Managers and Leaders By Eric Schmidt

This is session 8 of Technology-enabled Blitzscaling, a Stanford University class taught by Reid Hoffman, John Lilly, Allen Blue, and Chris Yeh. This class features Reid Hoffman interviewing Eric Schmidt, the Executive Chairman of Alphabet Inc. (formerly Google).

technologyandthefuture

Technology & The Future

startup

Startups

podcasts

Podcasts

This is session 8 of Technology-enabled Blitzscaling, a Stanford University class taught by Reid Hoffman, John Lilly, Allen Blue, and Chris Yeh. This class features Reid Hoffman interviewing Eric Schmidt, the Executive Chairman of Alphabet Inc. (formerly Google).  Learn more about your ad choices. Visit megaphone.fm/adchoices

How do tech startups go from idea…to iconic? Greymatter’s weekly podcast features interviews with VCs, founders, and tech visionaries on everything from AI, marketplaces, and cybersecurity as well as company-building strategies like growth, finding product-market-fit, and recruiting top talent. Founders and VCs offer candid accounts of success, failure, and adaptation. Greymatter delivers practical insights mixed with the bold optimism that defines entrepreneurship.  

Greymatter

Eric Schmidt on Structuring Teams and Scaling Google | Blitzscaling 08

Being connected to the importance of what you are doing is a powerful motivational force. But during peak pressure moments, importance can rise to an unhealthy level and can derail a cause - all you can think about is how important the stakes are and what you might gain and lose. The secret to managing importance during these pressure moments is to understand that how your view the stakes can be controlled.

Dealing with peak pressure moments

Pressure can spur you on, but it can also become an obstacle to performance and achievement. It can overwhelm a leader and cause missteps. Pressure grows more intense across three elements:<ul><li>How much something matters.</li><li>How uncertain the outcome is.</li><li>How many other demands there are.</li></ul>

Pressure is a double-edged sword

<ul><li>Ask yourself what is not at stake. For example, your family will still wait for you at home, regardless of how the presentation to the board goes.</li><li>Avoid the anxiety spiral. Leaders tend to exaggerate the stakes in peak pressure moments. "I'm not good enough to do this." Instead, find evidence for the stakes you associate with the challenge.</li><li>Give up ego-driven stakes. You can only own how you acquit yourself. All the other things such as share price, revenue, profits are only partly within your control.</li><li>Gauge what is really urgent.</li></ul>

Defusing the stakes in peak pressure moments

To control the anxiety produced by moments of intense pressure, first step back and analyze the stakes.

Change Proof: Leveraging the Power of Uncertainty to Build Long-term Resilience

Approach Your Personal Brand Like a Project Manager

Managing Anger, Frustration, and Resentment on Your Team

It's time to
Read like a Pro.

Eric Schmidt on Structuring Teams and Scaling Google | Blitzscaling 08

CURATED BY

Change Proof: Leveraging the Power of Uncertainty to Build Long-term Resilience

Approach Your Personal Brand Like a Project Manager

Managing Anger, Frustration, and Resentment on Your Team

It's time to Read like a Pro.

Eric Schmidt on Structuring Teams and Scaling Google | Blitzscaling 08

CURATED BY

It's time to
Read like a Pro.