Author: Rachel Hanson

If we chase money for money's sake, it's never enough. See day 35 in Becoming Built to Lead. A lesson we humans seem to have hard time letting sink in. Alternatively if we chase meaning and never do the hard work of building mastery we have a hard time making a living. So what's the … Continue reading Meaning, mastery, and money

What you believe directly leads to how you respond to situations. Big growth periods in a business are often accompanied by stress and destabilization. Normal. How you and the team respond to it depends on what you believe. Is all destabilization bad? Is all stress bad? If you believe that, then you and your team … Continue reading Stress

Competence matters way more than confidence. Confidence comes and goes. Get a less than desirable result and your confidence may wane. Failure, however, does not negate the reps you've taken, aka your level of competence. Competence breeds confidence. When you're in the proverbial arena, you can remind yourself that you've done the work to be … Continue reading Competence vs confidence

Most 360s are a way to offload the pain of dealing with a problem you're avoiding. If you're the one wanting feedback on yourself, and you choose to get a 360...that's the chicken's way out. Weak sauce. Go slow down, build better relationships, ask others to give you truth and then learn to dig deeper … Continue reading Weak sauce

Train to be a quarter horse, not a thoroughbred. Thoroughbreds are fast. Bred and trained for speed and endurance. Outside of that, they're neurotic messes - flighty, injury prone, easily spooked by a plastic bag floating by. Quarter horses, on the other hand are un-phased by just about everything. They're still very fast for short … Continue reading Quarter Horses

People don't rise to the occasion, they fall to their level of training. You hear this Navy Seal maxim frequently in BTL. It's true. Here's an and - people often DO rise to expectations over time.  I've got a client whose boss just recently walked into their office and declared that they they were now … Continue reading Rising to expectations, not occasions

If multiple people are responsible for something, none are. If someone is reporting to multiple people, they're reporting to no one. High degrees of excellence require high degrees of autonomy AND accountability. The muddier things get, the less autonomy and accountability is present. Get clarity on your reporting structure. Get clarity on your standards. Make … Continue reading Autonomy and accountability

If someone is gifted the best resources and the best people, it's possible they could stumble their way to some measure of success. The ability to not screw something up is not universal, but it is simpler than building something from scratch. And maintaining that success is a whole different animal. When you're on the … Continue reading Resources