I grew up in a stable middle-class family in central Florida. My brother and I biked to school, attended church on Sundays, and were in bed by 7:30 p.m. Our lives were routine and predictable, and I assumed everyone lived that way. I was also taught to trust certain figures implicitly—parents, police, and priests—believing they always told the truth and were infallible.
That assumption proved flawed. Parents aren't always truthful, police officers aren't infallible, and priests aren't universally trustworthy. This was a limiting paradigm, a mental lens shaped by upbringing, experiences, and training. Paradigms filter how we see the world, like glasses that may be perfectly prescribed or clouded by cataracts.
Most paradigms operate subconsciously. We don't wake up intending bias, but early influences embed them deeply, often unnoticed. In my case, I was fortunate to encounter positive examples of parents, police, and priests, sparing me real harm from this view. Still, I didn't recognize my parents' human flaws until my mid-twenties, or that leaders are imperfect people until my thirties.
As a leader, your role demands continually evaluating your paradigms for accuracy against reality. Reflect on your views of leadership, your team, and yourself. Do you label like-minded colleagues as 'high potentials' while dismissing challengers? Do you secretly doubt your own leadership worthiness?
The See-Do-Get Cycle
Years ago, I skied with a friend at Snowbird resort in Utah. She'd only tackled beginner slopes, but I convinced her a Black Diamond run was no big deal. 'Go! Go! Woo-hoo!' I cheered from the top. She ended up on a stretcher.
Horrified, I later saw parallels in my leadership. (Thankfully, she recovered fine but never skied with me again.) Unlike micromanagers who distrust their teams, I err toward overconfidence: anyone can excel with enough encouragement. I paint bold visions to unlock potential—whether they agree or not.
This works occasionally but can backfire spectacularly, like assigning high-stakes speeches or international roles prematurely. Careers and confidence suffer without alignment. That's when I recall FranklinCovey's See-Do-Get Cycle, the foundation of sustainable change.
Start with 'Get'—your desired outcomes: health, relationships, career influence, or project wins. These stem from 'Do'—behaviors like checking data, resisting distractions, or practicing presentations.
Yet most overlook 'See'—your mindset. Paradigm ('See') shapes behavior ('Do'), which drives results ('Get'). Short-term fixes alter behavior temporarily (e.g., one early wake-up). For lasting change, as Dr. Stephen R. Covey taught, shift your paradigm first.
Spotting my 'Black Diamond' mindset, I adjusted: now I build skills first, allow opt-outs, and prepare teams properly ('Do'). Result? Ready, capable people ('Get') with fewer wipeouts.
From Individual Contributor to Leader
In tennis, grass-court mastery doesn't guarantee hard-court success. Wimbledon winners face a paradigm shift for the U.S. Open. High achievers promoted to leadership face the same: what got you here won't sustain you there.
Gallup's Now, Discover Your Strengths highlights this; their It's the Manager (and sales-focused follow-ups) notes top salespeople's competitive edges—personal glory, zero-sum thinking—clash with leading former peers.
This chasm spans professions: teacher to principal, server to manager, doctor to department head. Marshall Goldsmith's bestseller What Got You Here Won't Get You There nails it. Success demands unlearning individual contributor habits.
Ideally, your manager guides this transition. If not, start here. Each practice begins with a leader mindset shift essential for results. Circle what resonates (or ask your team).
Practice 1: Mindset Shift
Carolyn, a record-breaking salesperson, seemed primed for sales management. But when her team faltered in client meetings, she'd swoop in with her closing prowess—'saving the day,' short-term.
Her team stagnated, never developing skills amid her interventions. She prioritized personal wins over team growth, eroding trust. Her role wasn't hitting numbers herself, but enabling her team to.
Letting mistakes happen (with coaching) builds skills, trust, and collective results. As a leader, redefine success: not your output alone, but your team's—nurturing growth toward their leadership.
If solo achievement defined you before, embrace this: your job is now about them. Celebrate past wins, then pivot fully.
Listen to the extract here!
