TRANSCRIPT

Good. Hey, it’s Chris. And today we’re talking about leadership by nature. I hope you have a few minutes just to enjoy this. It’ll take around 10 minutes to present.

So typical leadership creates poor mental focus, and you can see this when people are concentrating on so many different aspects of life, they’re concentrating on their relationship. They’re concentrating on self-respect different financial life, their health and mental their career.

And when they leading any of those areas can pop up and become the dominant thought.

And so poor mental focus and poor leadership go hand in hand. And I think it’s really important to discuss the solution to this and why this is actually causing so many problems for people being poorly led by, by people who have not yet understood what priorities are and what mental focus is.

Let’s just use nature as a guide.

There’s seven areas of life. As we have talked about many times before, but then there are seven levels of anxiety. And if we look at this chart, we see that when we get attacked at a, at a, at a very fundamental level, we perceive that our safety on the planet is not there and it will take our mind away from whatever we’re leading to fix that problem.

We will have a, maybe we’ve got a, should do or a mental problem. That’s challenging us and lead us again into a secondary area of mental focus and tertiary families, financial careers, and social. So we can be easily distracted into any of the seven areas of life. If we don’t have a grip on our mental strength and mental focus and our emotional awareness, let’s talk about how we do that.

Firstly, let’s look at your team. The people you lead are microcosm of you, and they will, if you have 10 areas of possible distraction, they will have a thousand. And so you can imagine for them coming to work with all their worries and anxieties and whether the baby got fed and whether the house mortgage got paid and whether the driveway’s there and what tires to put on the car and what, what color to paint the ceiling and all these things are going on in their head.

Meanwhile, you’re at work as a leader saying, follow me. And all of this stuff that goes on is not prioritized, not ordered in a person’s mind it, if it screams where we say the squeaky wheel gets the oil, if it’s screams, it gets attention. And so what we’re dealing with is a very distracted audience as a leader. So we need to take possession of the fact that we need to take control of the reality of life and real life goes like this.

We start off in a business with dealing with a new employee. Who’s really keen to kick ass and do everything they need to, to get their job done. And they will sacrifice nearly everything in the process after a year or so.

They start to realize that they’re putting on a bit of weight or their friends don’t like them anymore, or they’re missing out on a bit of surfing and they start to serve, argue with themselves about how much of your required time at work we’ll lay, throw in to match their work life. And so they become some degree of mental split.

Can we call it that a little bit of bipolarism, a tiny bit of stress and people start to talk about a little bit about work-life balance. After a few years, people are engaged in a more matured breadth of life. They’ve got relationships going on.

They’ve got sports, they’ve got families, they’ve got their mental state, they’ve got their body weight, they’ve got their health. Maybe even they’ve got some things, drawing them outside of that, such as social responsibilities, family and ambitions for their career. So now there’s three or four things really pulling in each different way, promote them to a manager.

And now they’ve got more income. So they get more problems. That’s number one, they get a family and maybe they’ve got even kids in this situation and they start to get more confident of a broader spectrum of what life can deliver. And they start to get the idea that they could have a family and a mortgage and an investment property, and they could have a better job and they could have more health and they can play footy on the weekend and they could go swimming and have holidays at Christmas and they need more money and they need more time.

And then their health problems and then the health benefits. And they might blah, blah, blah, blah, blah, blah, blah. And that’s suddenly the focal point of their work starts to be much less than when I first started, which is ironic because as we mature as a leader, the focus needs to be more and more. And finally a leader. The typical leader we meet in the world has a thousand things going on.

Not only are they leading a group of people, they take on board, quite a lot of those. People’s emotional, mental, and spiritual demands in order to satisfy them plus their own plus their family. Plus if they’re a little bit more mature, their family’s family, plus their broader family.

And as their parents start to mature and start to look old, they start to worry about looking after them too. So the amount of pull on mental focus becomes massive. And that’s why learning how to balance your life. Learning how to manage your mind becomes a critical element of good leadership.

So good leadership looks like this. This is exactly how nature intended it to be. The top leaf of the tree is your single chief aim in life. And every other leaf on the tree follows that chief aim. And that needs to be a goal or a vision or an ambition that you have in a tree it’s of course, seeking the sun. That’s pretty easy to understand, but in a human being, there’s a multitude of things. I want a great relationship. Well, is that really your chief aim? Is this really a chief aim?

You, your, your whole life is dedicated to that, are you sure? And what we need to do is be really honest with ourselves about our chief aim. Now, if we’re leading a group of people, it’s wise that the chief aim that we have has something to do with what that group of people want. Otherwise we were heading in one direction and being measured in a completely different way, and they’re heading in an opposite direction.

So your secondary aims, which are the things like the seven areas of life need to be supporting your primary, aim, your purpose, your sense of vision, your sense of dreams. And then we work our way through the success formula. What you think in your mind’s eye is the secret to success in getting your chief aim in life.

And that’s a really important piece of mathematics that needs to be questioned. Quite often, we inherit that from our parents or from our university and we haven’t evolved it and it needs to evolve on a yearly basis. Our mindset is the fourth thing down the priority list. And our mindset is the moods.

The way we solve problems, our emotions, how we handle challenges, how we handle disappointment and this mindset, if it’s not really honed and strong can lead to mental health problems, because we might be building this whole tree of aims and secondary aims and success formulas on a fragile bias.

So this mindset needs to be concrete and needs to be solid, and it needs to be able to handle things under pressure, not just in the good times, your environment is the fifth. And we, we know that a good leader can be amongst thieves and not become one, but they can’t do that for very long and nor can they do it at home.

So our environment sets is the foundation point of this whole tree growth model, which is emulating nature as a leader and finally daily routine. Now there is nothing more important because everything, everything builds out of your daily routine and the daily routine needs to be built, not on ambition, not on design, not on wishes, not undraped needs to be built on prevention. It is a negative stated, a negative posts proposition that what do we want to prevent happening by operating on the daily routine?

And that is where we base the design of our daily routine prevention rather than cure. So I put this slide in, you can come back to it later on and it’s it’s self-explanatory. But what it basically says is the wisest ways to lead is upside down, have the trunk of the tree at the top, where 90% of what you talk about, think about dream about act upon is your chief aim less than that. 45% of the, of your energy or mental energy goes into talking about your secondary aims, thinking about your secondary.

Then we go down the, the, the process 30% on your neuro success formula 20% on your mindset, 10% on your environment and 5%.

And that’s not meant to add up to a hundred percent. This is talking about the energy and effort you put in as a proportion.

The size of your vision does determine the size of your life, but the singularity of your chief aim, your vision, determines the quality of your leadership. I’ll leave you with that.

If you’ve got any questions, please be in touch.

Bye for now.