All too often we allow ourselves to be distracted. If you ever read Think and Grow Rich by Napoleon Hill you will understand that this is so true. I see it all too often with individuals and organizations.
When we are working on our personal leadership we will encounter an issue with ourselves, job, or another person. It is simply part of the human condition. The problem lies in the myth behind this distraction.
All too often, a challenge is actually an opportunity to move to another level of wisdom, leadership and contentment. However, most of us use the situation as the distraction. For some, as soon as a challenge arises with time, deadline or an issue, we revert back to an old story why this could nor or will not work. For some, their distractibility pattern is to use a petri dish and dissect the issue into a thousand little pieces; overanalyzing it. Still others love to choose the “conversational cul-de-sac” method. I call it this because so many people tend to do it. It is to “have a discussion” over and over again with the same end result, and they end where they started. The other very popular method is the blame game. Those that use this give every excuse why they could not take action. They tend to talk loud, a lot and be in the center. Essentially this method allows people to discuss language or an aspect of a situation without have to take action.
We do this all the time. I call it the Distractibility Factor because although it looks like we are doing something, we are choosing to do nothing because we allow ourselves to continually be distracted by the small things creating an internal hamster wheel we run on.
So how do we lead without it? First, we identify it. The next time there is a “situation” or “issue” as we like to call them, identify your tendency from the above methods. Are you a conversationalist asking people to talk about it over and over? Do you use the blame game? Some use several methods or use a method internally. If you are overanalyzing or are locked in the conversational cul-de-sac with the same conversation in your head, you are still using the conversational cul-de-sac—just doing it internally. Second, choose to reframe the situation. Ask yourself, what opportunity (ies) lie in this event? How would you like to see this event? What would you like to see? Third, once you choose what you would like or love to see, put your focus on achieving that outcome. All too often, we focus only on what we would not like to see; then of course, that is what we arrive with. Focus on an outcome instead of the little distractible issues. Fourth, stay curious and ask how you can get what you would like to see. Stepping back from the situation and asking yourself to take another perspective is great. Fifth, evaluate your progress. You know you are moving away from the Distractibility Factor when you feel more energy, you are positive, and you feel connected to the positive outcome. If you are tense, repeating old stories, or getting caught up in others, start the process over.
Leading without the Distractibility Factor creates a new and more productive level of leading. You begin to see through old patterns, understand situations as opportunities, and become curious.