Page 154 - Fearless Leadership
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Changing Your Direction and Taking a Bold Stand  141


               Your attention needs to shift from doing more to being more. The ques-
             tion is not, “What do you need to do?” The question is, “Who do you need
             to be in order to expand your personal context?”
               Your behavior is the barometer that measures your personal context—
             it tells you and others if you are playing small or playing big. Your behav-
             ior defines your trajectory, for better or for worse. How you behave and
             relate to people and circumstances is something you can influence every
             moment of every day. It is not one more thing to do; it is something to be
             and express in your actions.
               The task that lies before you is to change direction: stop moving away
             from what you want to avoid and move toward what you need to confront
             in order to create the future you want. Stop holding back, and stop com-
             plaining about what’s not working, and take a bold stand. Do not be
             deterred by not having all the answers. All bold stands begin with an
             uncharted path and a willingness to be fearless and make course correc-
             tions along the way.
               Take all the energy you use to avoid, resist, and escape, and reroute it
             into building a new way of working with people. When you get stuck, iden-
             tify what you are avoiding and change your direction. By making this one
             small adjustment in direction, you can transform anything.
               This is the time to put your insights to rest and take action. Act with-
             out hesitating—take a bold stand and build committed partnerships—and
             trust yourself to recover when you make a mistake. Throw yourself into
             learning how to be a fearless leader and you will experience the sheer
             power that can come only from self-mastery.


             LEADERSHIP EXPLORATION
             Your stand defines the context or game. If you want to play big, you must
             have a greater purpose and larger mission that inspires you and others. Ask
             yourself the following questions, and ask a coworker to provide you with
             his or her perceptions about your behavior:

             1. Are You Willing to Take a Bold Stand?
               • Are you playing a game that is big enough, or are you being
                  reasonable and holding yourself back?
               • What stand do you already have that you are not expressing publicly?
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