Fear of Failure: A Little Embarrassment Can Go a Long Way!

Fear Illustration

Driving a car. Speaking in public. Selling to customers. What do they all have in common?  Other than things we typically fear,  they’re all milestones I hit before ever learning how to swim.

When did I finally learn? In college. Yes, I just admitted that and no, I don’t blame my parents. At every opportunity, I fought the chance to learn.  As a kid, I would scream and wail until whoever was trying to teach me eventually gave up. 

It made sense. I already needed to take an elective course.  Why not Swimming?  So, there I stood before class, one piece of clothing away from being naked, shivering at the side of the pool.  My classmates?  Mostly football players and cheerleaders.  Clearly, so I thought, I was the only person there to learn something!  Was I scared?  Yes, but the risk of looking like a fool made me forget about 12-foot deep water.

That’s when I said “F-You fear!”, jumped in, and became a graceful swan gliding down the lanes!   Just kidding.  Over the next several weeks, I would flail and convulse my way from one end to the other.  Did I feel fear?  Yes, but I kept on going. And yes, it got easier over time.

Ultimately, I learned more than how not to drown.  Here are my three valuable lessons about fear:

  1. Fear is always looking for a good chase.  I was amazed that, when I stopped fighting my body’s natural tendency to sink, the impossible happened – I floated!  If fear was a person, it would be a bully beckoning us for a fight.  What does a bully hate the most?  Being ignored.  
  2. Fear is familiar and easy.  It’s easier to not jump into the deep end, go on the job interview, or ask for the sale.  We feel the apprehension and naturally avoid the risk.  It’s easy to forget that we don’t always need to do what our bullies tells us.  Sometimes, the greatest risk is never taking one.
  3. We don’t want fear to completely go away.  Bravery, is inviting it into our lives for a cup of coffee on a regular basis.  Without fear, we’d walk off a cliff or get hit by a train.  Fear caused me to take the swimming course instead of jumping off the high dive straight away.  For that, I am thankful!

How do we put this into action?  Challenge fear by first, allowing yourself to feel and understand it. Then defy it with every fiber of your being.  Rinse and repeat. 
Finally, don’t forget to re-visit the situations that scare you.  

Fear not only keeps us alive, it helps us feel alive.


Ps:  Check out the following blog post from Srinivas Rao.  It served as the inspiration for this post and, I suspect, others to come:https://medium.com/the-mission/everything-you-fight-has-power-over-you-everything-you-accept-doesnt-9c380d391acb?source=linkShare-b49167681b97-1539890903

So You Want to be a Pharmaceutical Sales Rep? How Well Can You Prevaricate?

The pharmaceutical industry has taken much criticism, both just and unjust, over the years. You’ve seen the articles about dangerous side effects, insanely high prices, and bribery of doctors. These scandals make for good headlines. Fortunately for pharma sales reps, most of these issues are largely out of their control. Even the bribery, given current regulations, isn’t feasible any more to reps as a sales tool.

Many physicians don’t even accept rep-funded lunches anymore let let alone lavish trips or other freebies. No, the lie I speak of is internal to pharma companies. It doesn’t involve doctors or patients. Continue on and I will explain.

Not unlike other sales people, pharmaceutical reps are required to make records of their client visits using a customer relationship management (CRM) system. More unique to the industry is the practice of unscheduled visits to doctor’s offices. Medical professionals rarely schedule appointments in advance to talk to sales people other than lunches. Going back about 10-20 years ago, doctors used to allow reps to stop by during their office hours and allow them a conversation in between seeing patients.

Today, most offices either allow only rep access to the doctor at lunch time or prohibit it all together. Still, to this day, most pharma companies enforce strict requirements such as 10 physician calls per day.

Remember when I said this article was about lying? To make up the gap between “required” calls and actual face-to-face conversations, pharma sales often just put the required ten calls in their CRM system instead of the actual 1 or 2 (or none!). Often, because a rep may need to leave medication samples, they may need to wait in the office lobby while the doctor signs their computer screen.

Therefore, a REAL day in the life of a pharma rep consists of meeting with 1 or 2 physicians over lunch, visiting the waiting rooms of 8 or 9 others, and at the end of the day, recording all 10 visits as face-to-face calls.

Does all of this sound like lying? Of course it is! Right now, any non-salesperson reading this is asking, “What’s the big deal? All sales people lie don’t they?” Having been one for over 20 years working with hundreds others, I can say this is emphatically not true. Most of us do not lie – intentionally. So, what gives? Obviously, in this case, pharma reps know they are lying and are still doing it. Consider the following questions:

Who does this lie benefit?
The obvious benefit to the rep is staying employed. To this I ask, how many among us wouldn’t tell a white lie in order to keep their job? Is it believable that thousands of pharmaceutical sales managers accross the country are ignorant to the fact that doctors don’t see reps? More on this later.

In the absence of proof, I speculate that the management of pharma companies use this data for some reason other than evaluating sales people. One possibility is that the call data it is recorded in order to impress current and potential investors. Another is using call volume data to promote the sales force itself, as a partnering tool. In this scenario, I convince you that my sales force is so skilled and diligent (“Just look at how many sales calls they make!”) that you want to hire them to sell your products as well. A third possibility is that the FDA requires the reporting of sales call volume. I see no reason for any of these possilbilites to be mutually exclusive so any combination of them could exist.

Who does this lie hurt?
The quick answer would be anyone who relies on the information. If sales managers could truly claim ignorance they’d be a good candidate. But let’s be real. It’s never good to lie to investors or business partners. And, it’s REALLY never good to lie to the government! Still, I assert these are not the only possible victims of this lie. Most people want to feel proud of what they do for a living. Sales people are no different. Being forced to lie to keep your job is demoralizing and debilitating, especially over the long term. Consider the commonly used polygraph or lie detector test. It works by detecting the physical stress created when someone tells a lie. Stress, of course, has been proven over and over again to produce negative health consequences.

Who is really doing the lying?
Obviously the sales reps are doing the lying. Or, are they? It would be hard for any pharmaceutical sales manager to claim total ignorance. After all, they are going into offices with sale reps and getting the door slammed in their faces as well. It’s very hard to believe that knowledge of this reality doesn’t go far up the chain of command either. Repeatedly, I have seen fearful reluctance, on the part of reps, to bring this issue into the light for fear of repercussions. I assert, when you force someone to lie in order to keep their job, you yourself become the liar. Therefore, management, or whomever benefits from the lies are the true beneficiaries.

What can be done about this?
It’s about legitimacy and fear. If pharma sales people aren’t seeing all the doctors, are they really making all the sales? Doesn’t it then make sense to employ less reps who only visit doctors who allow them access? Finally, if less reps are needed, aren’t less managers needed as well? Selling to a doctor requires no less skill and effort than any other customer, but can we agree sitting in lobbies is not selling?

Nobody wants their job eliminated because we all want to pay the bills and feel fulfilled at the same time. Maybe the solution starts with us, the sales reps. When interviewing for a pharma sales job, ask specific questions about physician access and call requirements. Make the interviewer compare how many doctors you’ll need to see with how many are accessible. Perhaps if we all spend less time worrying about paying bills we gain a little more fulfillment in return!


For more info, check out this interesting article on the toll lying takes on all of us:
What Lying Does to Your Brain and Body Every Day

Don’t Take Another Breath Without READING THIS NOW!

The sky is falling! Just ask your favorite business blogger! Out of work? Need a better job? Here’s five things you MUST do before your next job interview. Not selling enough? Here’s the six things you SHOULD be saying to all of your customers. If you find yourself irritated with with the flood of fear-engendering advice on social media, you’re not alone. As you read this, another list of the 5 things you MUST do is waiting for you in one of your accounts. Go ahead, read it, and come back. I’ll wait…

Back so soon? The article didn’t change your life? Below, I’ve shared my pet peeves with the melodrama of the blog posts I call “must lists”. They would have us reading all day if they could. After all, the danger of not taking their advice is just too great! Rest assured, you will not lose a good job or a big sale if you choose not to read my concerns below. You may, however, relate to some of the absurdity I discuss. I welcome your comments at the end of this post.

When reading sensational, must-list posts, first consider the source.
I admit, articles with titles like, “The 5 Keys to Winning Your Dream Sales Job” seduced me for years. Often, they are written by job recruiters turned career experts. Heck, I still read them today for entertainment purposes!. While masquerading as experts with close ties to employers, most recruiters do what you already do – send resumes and hope for a response.

When you gain experience selling in a field, you quickly advance beyond the shallow level of industry knowledge the typical sales recruiter possesses. Their goal is to send as many qualified candidates as they can to raise the likelihood of earning a placement fee. Their advice tends to be very specific and certain, yet unproven. Never talk salary. Always close for the next interview. Emphasize your experience in blank. None of this ever guarantees success. If they really were interviewing experts, wouldn’t they be working a better job?

Authors use titles with words like “must” and “should” to scare you into reading their blog posts.
On the surface, using these two words seems just part of living in the real world. It’s reasonable to think that you MUST sell product to stay employed. Ask a therapist, and you will be told beliefs using these words are irrational.

Underneath your “must sell” belief is a deeper, “must keep my job” belief. This tells you that losing your job makes you a bad person. Using ‘must’ and ‘should’ when giving advice is an easy way to appear authoritative without having any real responsibility. Nothing happens to me, the author, if my advice turns out to be useless. Even worse, I’ve now encouraged you to incorporate a ‘must’ or ‘should’ into your belief system. In reality, there are no must-Do’s or Don’ts, only choices. If you’d like to delve further into freeing yourself from the musts and shoulds in your life, read “How To Stubbornly Refuse to Make Yourself Miserable About Rational Emotive Behavioral Therapy (REBT).

Blog posts titles often want you to compare yourself to others and feel inferior in an effort to get you to get your attention.
The nine habits of top performing sales people imply that whatever you’re doing, it’s not good enough. Somewhere in the list provided are surely one or more habits you neglect. Shame on you! Ask yourself, does this feeling of inferiority actually help you? Worse yet, does following these habits guarantee success? No two customers, products, or industries are alike. Why would there ever be a universal list of keys to success that applied to all of us? Before you can seriously question this, a new must list appears in your Facebook, LinkedIn, or Twitter feed.

Bloggers (including your’s truly) can oversimplify complex problems.
Sometimes, the dilemmas we face simply need more time and consideration It’s like handing a widow a blog post entitled, “Six Quick and Easy Ways to Handle the Loss of a Loved One”, while she’s leaving the funeral. As blog writers, we want to gain your attention with quick, easy-to read articles that keep you coming back to our site. There’s no way to give you the same level of stunning and relevant insight in five minutes of reading versus an hour or longer. I reference books that dive a level deeper whenever possible not only to give proper credit, but also to provide a true return on the time spent.

The advice your given conflicts with other advice, even from the same blog.
Dress formally. Dress casual. Be aggressive. Be patient. Start a conversation with small talk. Never start a conversation with small talk. On and on it goes. Absorbing it all can be mind-numbing. As as misguided follower of must lists, you will easily find that whatever choice you make is wrong and worse, you should have known better. Inaction is often our response. Instead of feeling inspired, you’re left with a little less time in your day and a little more guilt.
Does chasing must lists sound like fun? Instead, here’s four things you can do to feel more fulfilled (just kidding!). As mentioned, I still read these kind of posts. No blogger or business writer wants to give bad advice and not all of their advice is bad. It’s often the packaging of their ideas that undermines them. And yes, most recruiters mean well too. I have friends who swear by them (instead of ‘at’ them like I do!). Just take what all bloggers say with a grain of salt. Look at all must posts with a healthy dose of skepticism. Finally, If faced with a serious problem, consider committing time to reading a book or speaking to an expert you trust and respect.



To find Dr. Ellis’ book on Amazon, click here.

Sales Words – Golden Oasis

Good numbers make everything better! Don’t they? In most companies, sales performance trumps all other metrics. What I call the Golden Oasis is a version of the Halo Effect that applies to sales people when they look excellent on paper. Their advice is sought by other sales people and management alike. They seemingly can do no wrong.

Experiencing this phenomenon can make you, the sales person, give yourself too much credit. You must be an expert because the results say so! Don’t they? To the dismay of many, this luxurious state of mind is temporary. The loss of a big customer, a change in market conditions, or a price hike are just some of the circumstances that may cause a sales rep’s golden oasis to evaporate.

Can you think of a time when you were fooled into believing your own greatness? I welcome your comments!


In Sales, “Playing The Game” Means "You Lose!"

Are you playing the game?
Do you ignore the inept policies, bad managerial decisions, and unrealistic expectations that come with your sales job in hopes for a brighter future? Do you instead do EXACTLY what you’re told in the manner you’re told to do it? Do you tell management what they want to hear, not how you really feel?
Why We Do It:
You look good to your manager.
You get favored treatment.
You have job security.
You see no other alternative, except the shame of undperformance.
Why We Shouldn’t Do It:
1. You look good only if your numbers are good.
Most of us are only two bad quarters away from a performance improvement plan. Following company protocols rarely, if ever, saves anyone with weak sales results.
2. You take incomplete or bad advice.
If making the sale was as simple as following the 5 step strategy you learned in training, you wouldn’t have a job. A high school kid would be doing it. There is always more to do and learn than management tells you.
3. You often don’t improve your skills.
Doing only what your told is a convenient excuse for not trying anything new. It’s been years since your boss has really sold anything. Have the courage to expand your abilities by talking to customers, reading books etc.
4. You are vulnerable to the next market change.
Selling by the book may pay handsomely now, but when your market changes, you’ll be behind the reps who were thinking ahead.
5. You annoy your customers.
Your customers pay for the value that you and your product bring them. Even the ones that like you have limited patience. Don’t waste their time with anything that doesn’t meet their needs even if it makes the boss happy.
6. You perpetuate the very conditions you complain about.
Can you lose weight without diet or excercise? If you don’t at least TRY to change your company for the better, nothing will happen! The pharmaceutical industry is a great example. For years, many doctors have often not allowed sales reps to talk to them. To make their sales call metrics, pharma reps have, for years, simply put fake calls into their CRM systems. The result? Unrealistic call metrics never go away!
Modern research supports not playing the game as well. For a more in-depth analysis, read on:
Sales is a world of accountability gone wild. When they say “Sell!”, we say “How Much!” Yet we are only as good as our latest sales report. Again, regardless past achievements , most of us are only two bad quarters away from a performance plan. You tell yourself you seek challenge, achievement, and money but more so, you fear failure.
In her book, “Leading Professionals: Power, Politics and Prima Donnas”, Professor Laura Empson says that many companies look for employees they describe as “insecure overachievers”. These employees hide their insecurity behind a tremendous work ethic.  Many salespeople suffer from what I call the Oxygen Mask Problem.  “Please put your own mask on before attending to children” We’ve all heard the safety message when flying. The Insecure Overachiever does the opposite. He or she thinks that taking care of everyone else will ultimately result in taking care of herself.  Except the world doesn’t work that way, especially in sales.
Playing The Game
Playing the game in a sales job means blindly following a set of rules with the hope that your career will be taken care of. As an official game player, you may see others who don’t follow suit as irresponsible or reckless. Ironically, it’s you that is not facing up to reality.
Sales people complain about everything from unfair pay, to manufacturing delays, to the color choices for their next company car.  Some complaints are frivolous.  Some are not. Either way, when at the next company meeting, a manager asks for feedback, you, the good rule-follower, remain hidden in the crowd refusing to speak up.  Then, at the hotel bar later that evening, you unleash your complaints on whomever will commiserate. Congratulations! Send me your jersey size because you are officially playing the game!
You tell yourself there are valid reasons for doing this.  It’s what everybody else does.  It avoids getting you noticed for being a complainer. It puts you on your boss’s good side.  Playing the game paves the way to your next promotion. It’s the best thing to do for you and your family. When the opportunity comes to act independently or speak up you turn it down. Ironically, in an effort to avoid betraying the system, you betray yourself.
Take A Time Out
Change is scary isn’t it? The system you hate is still one you know.  Why take a chance when things can get worse?  “I’ll just put my head down, do my job, and wait until things get better,” you may think.  Unfortunately, things don’t usually get better on their own.  Some have thought, “I’ll change the system by first rising through the ranks and then working to make a difference.”
Eric Barker, author of the popular motivational book “Barking Up the Wrong Tree” calls this sequencing.  It’s the belief that you can plan your life in large chunks. Life often intervenes with family issues, health isssues, and anything else to send your dreams up in smoke. After downing the huge dose of conformity it takes to be promoted, you will you have the willpower to think of the less fortunate souls you left behind?  There’s a reason newly minted sales managers are know for playing by the book.  They are pre-selected based on their willingness to do so.
So, am I saying you should flip off the boss at the next meeting or conduct a Ghandi-style hunger strike until conditions improve? Absolutely not! Let’s revisit some reasons not to play the game and explore some ideas of what to do instead.
Reason One:  Your Boss Is Human.
Sales people, like craftsmen, see their skills grow with experience.  Unlike craftsmen, the material they work with, their customers, change constantly and have a mind of their own.  Chances are, the customers and situations your boss dealt with, as a salesperson, are not the same as yours are now. High performing salespeople don’t even make the best managers, according to a large study published by the National Bureau of Economic research entitled, “Promotions and the Peter Principle“. The sales advice your boss gives you has it’s limits.   The more experience you have in sales, the less valuable this advice is.  Lower your ROI expectations on what your boss tells you.
Reason Two:  You are being judged on your results, NOT on how well you follow rules.
What you do means more than a number on a spreadsheet.  Like it or not, this is still the way most salespeople are evaluated.  Whether or not you agree with the system is irrelevant.  Most managers are playing their own version of the game and you have to live with it.  In reality, how much you sell trumps everything else.  A stellar record with turning in reports and kissing up to the boss rarely saves anyone with low sales numbers.
Reason Three:  Remaining silent helps no one.
The Bystander Effect, coined by researchers John M. Farley and Bibb Latané in the 1960’s, is a phenomenon in which witnesses to emergencies are less likely to help a victim when in a crowd.  Sound crazy?  It’s not when you consider that each individual expects someone else to help out. Ignoring serious problems doesn’t solve them.  It’s like telling your 13-year-old to skip all the difficult problems on his Math final. Not bringing up a legitimate concern to management can do a disservice to your real boss – the customer.  Don’t forget, he or she makes the buying decision, not your manager.  For a more thorough discussion of this point, check out my post “Think BACk:  Free Will Is A Bitch!” Speaking of customers, how often do they change their buying habits without you or another salesperson supplying them with a reason? Serious problems don’t solve themselves.  YOU need to speak up. It’s that simple.
What you can do about it.
Take responsibility of your own happiness. To address problems you can’t solve on your own, you have three options: bring the issues to the attention of someone who can solve them, decide not to let them bother you any longer, or seek out a better job.
Be thoughtful in the way you present your concerns.  Do not make your complaint personal or deliberately insulting.  Explain the ramifications of the problem as you see it.  How does the problem hinder the sales process or your customer’s business?  Finally, be prepared for any response.  If you’re miserable and your company shows no signs of improving, look for a better opportunity.  The same holds true if your company ignores problems and sacrifices the business you worked hard to win.
Be brave enough to demonstrate how much you care about your company. It’s unlikely you’re alone in noticing what needs improving.  You might gain more respect from your peers for doing it.

Fifteen Thoughts Top Performing Sales People Have But May Never Share With Their Managers

Attention Sales Managers! Sorry, but when you became the boss you knew you were going to lose the buddy-buddy relationships you had with your fellow sales people. Dont’ make the mistake of assuming that your non-complainers or top performers don’t have serious complaints or your complainers hate the company. Here are some thoughts they may have:

      1. I don’t need to be constantly reminded to sell more. I’ve done this for years and I support a family just like you do.
      2. A big commission check, bonus, or sales trip is only motivating if it’s realistic to attain.
      3. I know when your spinning the truth. I’ve heard myself do it enough to recognize it. You’re better off spending your time helping me sell rather than selling TO me.
      4. Just because I question you or the company doesn’t mean I don’t care. On the contrary, I want to believe in what we’re doing and need more information to do so.
      5. Please don’t offer me choice between two things when you are going to force me into one choice anyway. True empowerment is letting me make decisions.
      6. If you anger one of my customers I make efforts not to take you there (or anywhere important) again.
      7. No, I actually don’t think you are, or ever where, a better sales person than I am. You’d still be doing this job and ‘kicking ass’ like you used to if you were that good.
      8. I may think you’re a decent guy/gal but we are not friends. Friends don’t fire one another to protect their jobs.
      9. Despite what you say, if you put your own interests before mine, I will return the favor.
      10. If it seems like we share a lot off identical opinions and interests, it could be that I’m kissing up to you. Conversely, if you find we don’t have a lot in common, it could be that I am just being very real with you.
      11. If you chose to not help me or hinder my advancement within the company, I will respond by looking for another job.
      12. Pay me fairly versus my peers. Expect me to find out if one of my colleagues makes 30% more. Despite what our HR paperwork says, people talk.
      13. Filling our sales reports and using cumbersome CRM systems rarely help me sell anything. That is why I hate them and consider them a waste of time.
      14. If you don’t have the guts to advocate for me within the company, you are hardly worthy of the term “Leader.”
      15. Although I claim to want more and more money, a sincere compliment can go a long way. One last thing, please don’t use me or my performance as a way to make another sales rep feel inadequate. It creates mistrust within the team – something I assume you don’t want.

Calling All Sales People: Do You Feel Safe?

“Your Fired!” It’s a phrase that we go to great lengths never to hear. How safe is your job in sales? According to Simon Sinek in his bestselling book, “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t“, good managers make their employees feel safe. In other words, their teams feel free to do their jobs, speak honestly, and ask for helppexels-photo-326642.jpegwhen they struggle.
Accord to Sinek, managers need to create a “Circle of Safety” for their teams. In such an environment, underperformance is not met with reprimand but instead with true concern for the employee’s struggles. Imagine if, when your sales numbers are waning, your boss calls and says “It looks like you might be having a rough time. How can I help?” When delivered in earnest, this message engenders trust. Your manager is on your side wanting to help you. Instead, most of us get a variation on “Why aren’t you selling more?” or “Why are you making me look bad?” Just in case you are wondering, a “How can I help” followed by a “Why aren’t you selling more” is not a genuine offer of safety.
Here are some of my favorite safety-killing sales manager statements:
“My expectation is…”, “The company’s expectation is…”
You name the sales metric. It doesn’t matter. Sales people need to know how to complete the task, why they are doing it, and what will happen if they don’t. Their managers need the courage to elaborate. Sometimes the difference between realistic and unrealistic request is an explanation of how it will be accomplished within the framework of a sales person’s busy day. An explanation reassures the employee, “I respect you, your time, and what you want to accomplish.”
The second component is “why”. Does accomplishing this task help me sell more product and make my job more secure? Or, does it simply benefit my manager or someone higher up the chain? Fear and tension arise when salespeople are continually asked to do things that serve them no direct benefit. These tasks, however small, add up and siphon away their time to do what is ultimately asked of them-to sell. Therefore sales people appreciate knowing the consequences of not doing something, especially if it results in lower sales.
“I can’t protect you if…”
The very phrase, “I can’t protect you” implies that you, the sales person, already have no protection. Consider the reprimand, “If you continue to turn your expense report in a day late, I can’t protect you from what might happen.” Conditional protection is not protection. Would you say to your child, “If you don’t get good grades, I cannot protect you from sexual predators?”
Should making a mistake on a company report, like in the movie Office Space, result in a career-altering reprimand? The proper response would be to ask the employee why they are struggling, listen to their answer, and ask how they can help. Why should reps be asked to do anything that takes away from their selling time with no return on investment?
He or She “left the company.”
When an employee leaves your company, are you given an explanation? I didn’t think so. I know corporate HR execs and attorneys will emphasize employee privacy and corporate liability as the reason for this secrecy. Not being a legal expert, I do know that laws can be interpreted in many ways and even changed once in a while.
Regardless of how restricted companies truly are in sharing the circumstances around people leaving the company, we cannot deny the consequences. From a sales person’s perspective, having someone leave your company draws immediate concern. Did she find a better job? Am I wasting my time staying here? How bad were his sales numbers? Could this happen to me? Hiding any information from employees only serves to make it appear more important. Can you fault sales people for wondering what happened to John or teammates?
“We need to talk about your numbers.”
Safe? I’ve worked for managers that would tell you that the purpose of a sales quota is to prevent you from feeling safe at all. Whether or not sales people require aggressive sales quotas is a discussion for another day. The fact remains, they have them. Is there any way to avoid this reality? Not in sales! Again, think about what the effect is on you. Do you spend more time covering yourself vs. doing actual selling? All of us need food to survive, can you imagine someone consistently reminding you of this? The problem is not that we are being asked to do something challenging. Rather, it’s that management looks at sales people as investments and not people. The minute our revenue outlook goes south, they look to offload us for a better bet.
To be fair, our managers may also feel a distinct lack of safety in their roles. Sadly, our profession has, for years, built itself into a perform or die culture. Think back to the best leaders that you’ve worked with in the past. Chances are, they made you feel secure enough to take a risk and try something new. After all, don’t we grow by taking chances and risking failure?
Before you dismiss the idea of safety as idealistic, nonproductive nonsense, check out the examples in Sinek’s book. He cites several examples of companies who are treat their employees like they’re more important than the revenue they generate and make handsome money doing it. To dive deeper into the concept of safety and leadership, be sure to check out the book on Amazon.