PAUL’S BLOG – I COULD BE WRONG, BUT I’M NOT

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. In today’s unpredictable, chaotic world, where information is constantly changing and data can be deceptive, traditional decision-making models fall short. Analysis paralysis grips us as we grapple with incomplete information and mounting pressure. This is where intuition – our subtle inner voice – becomes our most valuable asset. Intuition isn’t a mystical hunch; it’s a sophisticated blend of unconscious pattern recognition and deep-seated experience. When faced with ambiguity, our intuition presents us with a shortlist of potential solutions, allowing us to navigate complexity and make swift, informed appropriate decisions. Research reveals that the most effective decisions emerge from a combination of critical thinking and intuition – the “brain” and the “gut.” While logic dissects data, intuition synthesizes patterns and identifies hidden connections. This “informed intuition” is particularly crucial in: High-stakes, time-constrained situations: When the stakes are high and time is short, relying solely on analysis is paralyzing. Intuition allows us to make rapid, decisive choices. Facing unpredictable environments: In chaotic, unpredictable situations, rapidly evolving technologies, and unexpected crises, intuition helps us anticipate and adapt to unforeseen challenges. Solving complex problems with limited

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. The recent Amazon return-to-office mandate has ignited a firestorm, highlighting a growing chasm between leadership priorities and employee needs. While CEO Andy Jassy champions in-person collaboration, many employees feel their well-being is being sacrificed on the altar of corporate goals. This raises a critical question: Is the RTO mandate truly about productivity, or does it reflect a deeper lack of empathy within leadership? The Empathy Gap: When Power Corrupts Compassion As leaders ascend the corporate ladder, a troubling phenomenon emerges: the “empathy gap.” Power, ironically, distances leaders from the very people they lead, diminishing their ability to understand and care about employee needs. This phenomenon occurs because of: Cognitive Distance: Power creates an emotional barrier. Leaders become less reliant on their teams and, consequently, less aware of their day-to-day struggles. Filtered Information: Middle management sanitizes employee feedback, shielding executives from the realities of the work environment. The Self-Focus Effect: Power prioritizes goals and tasks over relationships, leading to neglect of crucial relational skills like active listening and collaboration. Reduced Emotional Sensitivity: Research shows power dampens brain activity associated with empathy. Leaders become

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. Every day, Team Members face a critical choice: expend maximum effort – discretionary effort – or merely do enough not to get terminated. Discretionary effort, the voluntary contribution of extra time, energy, and enthusiasm beyond basic job duties, distinguishes mediocre teams from high-performing teams. Inspirational leadership is the catalyst for unlocking discretionary effort. It ignites a sense of enthusiasm, purpose, and commitment, motivating Team Members and teams to overcome challenges and exceed expectations. Becoming an Inspirational Leader requires: Being a Visionary Leadership: Possess a clear and compelling vision for the team. Setting Clear Goals and Challenges: Provide clear direction and purpose for the team. Leading by Example: Demonstrate the qualities and behaviors you expect from your team. Being Ethical and Trustworthy: Build trust by consistently acting with integrity – do what you are supposed to do and do what you say you will do. Engaging in Effective Communication: Communicate clearly, concisely and timely. Having a Growth Mindset: Embrace continuous learning and development for yourself and your team. Giving Recognition and Rewards: Acknowledge and celebrate team achievements and individual Team Member contributions. Creating

Bottlenecks are critical choke points in any system or relationship where progress slows and growth stalls. These constraints, often the slowest part of a process, reduce momentum and define the overall strength of a system or a relationship. If your actions, inactions, decisions, or behaviors intentionally or unintentionally create obstacles, delays, conflicts, or frustrations for your team or others who are trying to achieve their goals, you are a bottleneck. Hi. I’m Paul Glover, the No B.S. Leadership Coach, and because my mission is to Challenge the Best to become Better, I’m going to share with you 5 signs that show you are a bottleneck and 5 ways to stop being a bottleneck. Watch the video: Are You a Bottleneck?

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. Bottlenecks are critical choke points where progress slows and growth stalls. These constraints, often the slowest part of a process, hinder momentum and define the overall strength of a system or workflow. Addressing bottlenecks effectively transform them from obstacles into opportunities for efficiency and growth. Bottlenecks act as natural constraints, holding back the flow of processes. The key to addressing them is simple in theory: focus on the slowest part of the system and fix it. By eliminating or being able to get through the bottleneck faster causes the entire process accelerates. However, not all bottlenecks are bad. Intentional bottlenecks, when correctly designed, serve as valuable control points, prioritizing quality and maintaining operational integrity. For example, airport security checkpoints deliberately slow passenger flow to ensure safety. Removing these bottlenecks would speed things up, but the trade-off would compromise security. Bottlenecks as Opportunities Bottlenecks aren’t just constraints; they’re also leverage points where small changes create outsized results. Leaders should approach bottlenecks as opportunities for impactful change by asking: Is this bottleneck necessary? Some bottlenecks, like those ensuring safety or quality, serve a vital

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. For Team Leaders, who are building a High-Performance Work Team, one of their most difficult challenges is finding The Goldilocks Zone – the right balance between challenge and ability, where tasks for their Team are not too easy (leading to boredom) but are not too difficult (causing excessive stress and burn out). By understanding the science behind optimal challenge, Team Leaders can create a high-performing, engaged, and resilient team. Here are four research-backed approaches that provide frameworks for leaders to find The Goldilocks Zone and support their Team so it can, not only meet, but exceed expectations: 1. The Yerkes-Dodson Law: The Sweet Spot of Stress Stress and performance are closely linked: Low stress: Tasks that are too easy lead to boredom and disengagement. Moderate stress: The optimal level for focus and motivation, driving peak performance. High stress: Excessive challenges result in burn out and reduced productivity. HINT: Leaders should aim for moderate stress levels by assigning tasks slightly beyond current skill levels. This approach keeps team members engaged without pushing them into unproductive stress. 2. The 70% Rule: Balancing Success and

Paul Glover‘s weekly newsletter presents lessons for ‘No B.S.’ Leadership. Subscribe Now, so you don’t miss an issue. “Preparing to do the thing isn’t doing the thing. Scheduling time to do the thing isn’t doing the thing. Making a to-do list for the thing isn’t doing the thing. Telling people you’re going to do the thing isn’t doing the thing. Fantasizing about all of the adoration you’ll receive once you do the thing isn’t doing the thing. Reading about how to do the thing isn’t doing the thing. Reading about how other people did the thing isn’t doing the thing. Reading this isn’t doing the thing. The only thing that is doing the thing is doing the thing.” Shachaf Rodberg. He could be wrong…but he’s not. BTW: I’m currently booking speaking engagements for 2025! If you know of an organization looking for a dynamic speaker, with a meaningful message, I would appreciate you directing them to my website paulgloverspeaks.com. Thanks for your support.