I did incredible things, but I never did anything bigger than myself. Every record I've set, every stroke I've taken, and every mile I've increased is possible through my teams. Not every team member may have been with me on the final line, but they were the ones who finally made it possible for me to cross it.
The goal of every team I form is to make the impossible possible. To do the impossible in this case is to accomplish a goal that would exceed the expectations of rational people. Impossible is to target a massive sales quota, start a new company, or make sure the people you hire retain their jobs for another quarter.
Impossible is all around us, but so is an adventure, and if you do it right, adventure can beat the impossible. The first step is to answer the question, why? Not for your team, not for your boss, not for yourself.
Why?
Why should you devote all your time and effort to this specific cause? If you do not know why you are doing something, if you do not have a clear vision of your success and why you are pursuing it, you have never been a high-performance team. Will not lead.
You may be able to make some solid profit out of many pressure groups, but it will not work. If I didn't have the strength of my team and my team, we wouldn't have won our world record. We would not make it across the sea, and we may never have tried.
If this sounds like an understatement, then so be it. Leadership is more right-wing than people give it credit. Building strategy is important, and it is important to set timelines. Project management is important. But if you do not have your team's passion, then you really do not have a team.
The First Step In Finding The "Why"
The only way to build a successful team is to build your trust in the people you care about. Believe it or not, the first step is to find out why it might actually leave.
Quitting is not a failure. Most people have heard that "it doesn't matter how many times you get hit, and how many times you get backed up, and that's what they believe." If you are in a Rocky movie, then this idea is as impressive as hell.
But in real life, it's out of bounds. I'm not here to teach you how to be good at getting up. I am here to teach you how to learn the right lessons from your time on earth so that when you step back, you will not be knocked again. Neither are your team members.
However, we always kept a knife on the deck. The knife was intended to cut the rope when an unexpected wave moved it to the point where it was actually injuring one of our comrades in life; why, like you, is like this rope.
Not all Goals are Created Equal
Some people are too scared to pull out their knives. They cling so tightly to this moment that they do not even realize that it is really choking them. They reject permanence from the terrifying possibility of mingling with the sea of crude potential.
The direction is good. The goals are good. But not all goals are created the same, and you need to test and deliberate with your goals to ensure that they reflect the unique abilities, emotions, and goals that guide you and your team. Do Then you need to lead the team to the success you promised.
In this book, you will learn a process in which these two things can be accomplished. It starts with finding your reason, which may mean leaving it to a wrong goal for your team. How do you know if an opportunity is keeping you securely connected or shortening your life?
Leadership Lessons: Understand Suffering and Sacrifice
Quitting is nothing more than the weight of two variables and finding out if one of them has stopped being worth it. These two variables are things that every human being deals with daily: suffering and sacrifice.
Humans have a knack for understanding the amount of suffering and sacrifice they have to endure to reach their goals. The trick is that you need to do this deliberately and start channeling the decision you know, which leads to a team and an impossible victory. Let's look at two corporate histories.
Airbnb is a company that enables people to open their homes for paid guests. Even today, this is a wild idea; as of this writing, the company is currently preparing for a massive initial public offering (IPO).
But it was completely insane in 2008 when its founders, Brian Chesky and Joe Gabia, began trying to raise millions for the company. Will go. However, they both deal with their confidence as they choose to embark on their play activities. They thought it was easy for people to share their homes with others.
This gives the guests a real experience of living in the city they are visiting. The idea was too strong to give up, and today this insane company is likely to get an IPO price of Rs 190 billion. That's the way it is. But let's take another look.
Very few people have heard of Game Near, a modern small internet single video game from Ludicorp. The game creators dreamed of creating a full, profound digital world with close fluid social interaction and a real, vibrant economy. The game struggled to raise funds and players, and soon Ludcorp was on the brink of disaster.
In the last days of the game's life, a business programmer began some simple photo-sharing functionality. Rapid photo sharing became the first major activity in the game band of die-hard players.
This put Ledcorp's co-founder and chief executive, Stuart Butterfield, in a tough position. Butterfield could ignore the success of photo-sharing and use the rest of the company's funds in the last-ditch to make the game a success.
This is a direction that most of his employees have won. Or he may give up his dream of running a gaming company and start building a photo app.
The decision was difficult, but Butterfield eventually decided to end the game and create a photo company instead. He called his new beginning an appropriate ending letter: Flickr. Flickr became the first photo-sharing site on Earth in the pre-existing Facebook world and was eventually acquired by Yahoo.
An estimated 22 to 25 million in 2005. As human beings, we have a natural desire for comparison. Are Chesky and Gabia conscious enough to keep their idea and build a multi-billion dollar company? Was Butterfield a master strategist for blowing up photos and getting himself a respectable fortune? The answer to both is the same: not really.
These men are not special or unique. For each of them, thousands of other people denied the axis or axed and did not end anything. The lesson is not that they were successful; they succeeded in finding and respecting their own doorstep of suffering and sacrifice.
There is an indefinite limit to human suffering and sacrifice that they are unwilling to go through. We don't talk about it, and we cannot measure the quality of a goal. But it's there, and it's there for everyone.
A Noble Quarter: Quitting is not a failure
Noble Quater is a person who understands where the line is and learns to respect it. Quitting is a bad name for unfamiliar or unwilling to appreciate the limit and therefore decide to stop before hitting it. There is no honor or reason for leaving this type.
My adventures have taught me that although we all have a threshold for suffering and sacrifice, it is usually more than we think. A person who is capable of leading a high-performing team takes time to learn where their line is.
Because once you know that, you can type to the shore and actually go ahead of all the other people who started a fire a mile behind because they couldn't even think they could make it yet.
Way To Work Hard
Hard work is not a fool's errand. It's about knowing yourself. Learning about yourself is the only way to stop the negative, endure the troubles of the past, and achieve the goal you set. That means testing yourself. It means trusting yourself and going through hardships.
Then you have the right to say to your team, "That's what we have to do." Quitting is not a failure, and quitting means that this one goal is not right for you and your team. Failure, real failure, never finds a goal that is right for you.
My path to success began with the day I gave up on something I wanted my whole life to be. Exploring the process of leading to success will lead to discovery.
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