{
    "componentChunkName": "component---src-templates-blog-jsx",
    "path": "/blog/you-don-t-have-a-communication-problem-you-have-a-consistency-problem",
    "result": {"pageContext":{"blog":{"_id":"28b9cb4c-ec81-4836-8380-00da8e8d2c8a","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"5574e3727fe4","_type":"block","children":[{"_key":"ecf221733814","_type":"span","marks":[],"text":"The Misdiagnosis Leaders Keep Making"}],"markDefs":[],"style":"headline"},{"_key":"784a74cc14ca","_type":"block","children":[{"_key":"f3e241a81a110","_type":"span","marks":[],"text":"When leaders say they have a communication problem, what they’re usually describing is a breakdown in alignment. Messages aren’t landing, priorities feel unclear, and execution is uneven. The instinctive response is to increase communication—more meetings, more updates, more messaging."}],"markDefs":[],"style":"normal"},{"_key":"217ec62f985f","_type":"block","children":[{"_key":"9c5a76db92440","_type":"span","marks":[],"text":"But volume doesn’t fix the issue."}],"markDefs":[],"style":"normal"},{"_key":"41c5c7bd524f","_type":"block","children":[{"_key":"36c32acf9cec0","_type":"span","marks":[],"text":"Because most teams are not confused."}],"markDefs":[],"style":"normal"},{"_key":"39695104b1be","_type":"block","children":[{"_key":"fd464ad9bac70","_type":"span","marks":[],"text":"They are unconvinced."}],"markDefs":[],"style":"normal"},{"_key":"4108754770a8","_type":"block","children":[{"_key":"b26c75f438c70","_type":"span","marks":[],"text":"What leaders often interpret as a communication gap is, in reality, a trust fracture—specifically a breakdown in Consistency and Character. And no amount of messaging will repair that if the underlying behavior doesn’t change."}],"markDefs":[],"style":"normal"},{"_key":"aa7c0553eaef","_type":"block","children":[{"_key":"732a2bbf1a120","_type":"span","marks":[],"text":"Trust, as defined in the framework, is not a feeling. It is a belief formed through observing behavior over time."}],"markDefs":[],"style":"normal"},{"_key":"93200e44bf50","_type":"block","children":[{"_key":"20aaf1634ba70","_type":"span","marks":[],"text":"And when that observed behavior becomes inconsistent, trust begins to erode—quietly at first, then all at once."}],"markDefs":[],"style":"normal"},{"_key":"e6b74a3bb654","_type":"block","children":[{"_key":"c9ae0d9daeb4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"58762f2a1e30","_type":"block","children":[{"_key":"4354d6110ff3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f746fde256a5","_type":"block","children":[{"_key":"3819a543edca0","_type":"span","marks":[],"text":"Trust Is Built on What You Do, Not What You Say"}],"markDefs":[],"style":"headline"},{"_key":"c7f13c4c448d","_type":"block","children":[{"_key":"cd74a4d6452e0","_type":"span","marks":[],"text":"Every leader operates inside four domains of trust: Competency, Consistency, Character, and Compassion."}],"markDefs":[],"style":"normal"},{"_key":"4990a267cb22","_type":"block","children":[{"_key":"370dcc75bcce0","_type":"span","marks":[],"text":"Most leaders focus heavily on Competency. They ensure they are capable, informed, and decisive. Some focus on Compassion, especially in modern leadership conversations. Fewer pay sustained attention to Consistency and Character."}],"markDefs":[],"style":"normal"},{"_key":"3c6ceed533a0","_type":"block","children":[{"_key":"a7cd33f3d55d0","_type":"span","marks":[],"text":"But those two are where trust stabilizes—or fractures."}],"markDefs":[],"style":"normal"},{"_key":"72132e00130d","_type":"block","children":[{"_key":"d93dfad13ace0","_type":"span","marks":[],"text":"Consistency answers the question: "},{"_key":"e0fcd35e2db0","_type":"span","marks":["em"],"text":"Can I rely on you to behave the same way over time?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"afb1b34540c3","_type":"block","children":[{"_key":"246acb9430d9","_type":"span","marks":[],"text":"Character answers the question: "},{"_key":"1c27120b64c0","_type":"span","marks":["em"],"text":"Will you do the right thing, even when it’s inconvenient?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b633b15e4043","_type":"block","children":[{"_key":"5090bfdbe8450","_type":"span","marks":[],"text":"When those two are misaligned, the team doesn’t struggle to "},{"_key":"2ea5af8ad1dc","_type":"span","marks":["em"],"text":"understand"},{"_key":"77e0f402921b","_type":"span","marks":[],"text":" "},{"_key":"78ed59b04faf","_type":"span","marks":[],"text":"the message. They struggle to "},{"_key":"f74ee7a88a06","_type":"span","marks":["em"],"text":"believe"},{"_key":"4c99a1379d7d","_type":"span","marks":[],"text":" it."}],"markDefs":[],"style":"normal"},{"_key":"9f36bee8dfe6","_type":"block","children":[{"_key":"4f3b10fd3b880","_type":"span","marks":[],"text":"If a leader says accountability matters but selectively enforces standards, the inconsistency becomes the signal. If a leader speaks about values but compromises them under pressure, the gap in character becomes visible."}],"markDefs":[],"style":"normal"},{"_key":"be4f8fc57b83","_type":"block","children":[{"_key":"9dd117d4ac160","_type":"span","marks":[],"text":"And once people see that gap, they adjust their behavior accordingly."}],"markDefs":[],"style":"normal"},{"_key":"a293b3f5e16a","_type":"block","children":[{"_key":"bcf9ced788310","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"f65328ea57d8","_type":"block","children":[{"_key":"cb5632ed70f40","_type":"span","marks":[],"text":"The Biology of Inconsistency"}],"markDefs":[],"style":"headline"},{"_key":"3a02843e82b6","_type":"block","children":[{"_key":"04ef84a0165b0","_type":"span","marks":[],"text":"There is a biological layer to this that leaders often underestimate."}],"markDefs":[],"style":"normal"},{"_key":"8f5780b6b2d3","_type":"block","children":[{"_key":"31539829fb300","_type":"span","marks":[],"text":"Humans are wired to scan for patterns. Predictability reduces cognitive load. When behavior is consistent, the brain can relax its vigilance. It knows what to expect, and that stability creates psychological safety."}],"markDefs":[],"style":"normal"},{"_key":"822d7e893c2c","_type":"block","children":[{"_key":"25847b47ca350","_type":"span","marks":[],"text":"When behavior becomes inconsistent, the opposite happens."}],"markDefs":[],"style":"normal"},{"_key":"7d8c6b7d62c6","_type":"block","children":[{"_key":"7a13fc9e1ac30","_type":"span","marks":[],"text":"The brain shifts into a low-level threat response. It starts asking: "},{"_key":"dc101a166c7f","_type":"span","marks":["em"],"text":"What version of this leader am I going to get today? Are the rules stable, or do they change depending on pressure, mood, or audience?"}],"markDefs":[],"style":"normal"},{"_key":"e6807823ce81","_type":"block","children":[{"_key":"d72a8717fbdf0","_type":"span","marks":[],"text":"That uncertainty forces people to hedge. They spend energy reading signals instead of executing tasks. They become cautious, political, and self-protective."}],"markDefs":[],"style":"normal"},{"_key":"0bf8a985bd6e","_type":"block","children":[{"_key":"38a8b9ce1f6d0","_type":"span","marks":[],"text":"From the outside, this can look like disengagement or poor communication."}],"markDefs":[],"style":"normal"},{"_key":"f080b9be779d","_type":"block","children":[{"_key":"b166a66efe4a0","_type":"span","marks":[],"text":"But underneath, it is a rational response to unpredictability."}],"markDefs":[],"style":"normal"},{"_key":"33f8ed578ae1","_type":"block","children":[{"_key":"32827738f8660","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"24e13aab7199","_type":"block","children":[{"_key":"7d85fe6bdf8f0","_type":"span","marks":[],"text":"Small Inconsistencies, Big Consequences"}],"markDefs":[],"style":"headline"},{"_key":"ad38311015b7","_type":"block","children":[{"_key":"60fcc580121a0","_type":"span","marks":[],"text":"What makes this dynamic dangerous is that the breakdown rarely comes from a single large event. It comes from small, repeated inconsistencies."}],"markDefs":[],"style":"normal"},{"_key":"ce95d16ac2c3","_type":"block","children":[{"_key":"53647812d9630","_type":"span","marks":[],"text":"A missed follow-through on a stated priority."},{"_key":"53647812d9631","_type":"span","marks":[],"text":""},{"_key":"53647812d9632","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f0878c2c8e57","_type":"block","children":[{"_key":"0775a180d63f","_type":"span","marks":[],"text":"A standard enforced for one person but not another."},{"_key":"53647812d9633","_type":"span","marks":[],"text":""},{"_key":"53647812d9634","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9487cd42125f","_type":"block","children":[{"_key":"9947f20852c0","_type":"span","marks":[],"text":"A value emphasized publicly but ignored privately."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2aa44f9a595e","_type":"block","children":[{"_key":"bfb089ae3c9c0","_type":"span","marks":[],"text":"Each of these moments is a small data point. On its own, it seems insignificant. But trust is built—and broken—through accumulated evidence."}],"markDefs":[],"style":"normal"},{"_key":"68d8684fad3c","_type":"block","children":[{"_key":"5c8fe630bf9f0","_type":"span","marks":[],"text":"Over time, those micro-breaches create a pattern."}],"markDefs":[],"style":"normal"},{"_key":"c6c280313648","_type":"block","children":[{"_key":"40919dc8c9390","_type":"span","marks":[],"text":"And once the pattern is established, communication begins to lose its power. Leaders can say the right things, articulate clear strategies, and reinforce priorities—but the team is no longer listening to the words."}],"markDefs":[],"style":"normal"},{"_key":"895017957423","_type":"block","children":[{"_key":"e200f3cea86d0","_type":"span","marks":[],"text":"They are watching the behavior."}],"markDefs":[],"style":"normal"},{"_key":"fd2c4d98ce1f","_type":"block","children":[{"_key":"5f56b1223e73","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7cb3159f5d40","_type":"block","children":[{"_key":"e4d03dd99a07","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"959f0ac73388","_type":"block","children":[{"_key":"7482ef4c55210","_type":"span","marks":[],"text":"Why More Communication Makes It Worse"}],"markDefs":[],"style":"headline"},{"_key":"30f4263ec5c6","_type":"block","children":[{"_key":"3fb8217ca47d0","_type":"span","marks":[],"text":"When leaders sense misalignment, the instinct is to increase communication. More clarity, more repetition, more explanation."}],"markDefs":[],"style":"normal"},{"_key":"914f4f82d0b2","_type":"block","children":[{"_key":"836bc697950c0","_type":"span","marks":[],"text":"But if the underlying issue is inconsistency, more communication can actually amplify the problem."}],"markDefs":[],"style":"normal"},{"_key":"21f64943b60f","_type":"block","children":[{"_key":"6aa11724697f0","_type":"span","marks":[],"text":"Every new message becomes another opportunity for the team to compare words against actions. If those don’t match, the gap becomes more visible, not less."}],"markDefs":[],"style":"normal"},{"_key":"1cdef829aeeb","_type":"block","children":[{"_key":"48b8c39ebcb70","_type":"span","marks":[],"text":"At that point, communication doesn’t restore trust—it highlights its absence."}],"markDefs":[],"style":"normal"},{"_key":"f75716492172","_type":"block","children":[{"_key":"f17b35a4e6cc0","_type":"span","marks":[],"text":"This is why some organizations communicate constantly and still feel misaligned. The issue is not the message. It is the credibility of the messenger."}],"markDefs":[],"style":"normal"},{"_key":"c4111e3c7a3d","_type":"block","children":[{"_key":"0ceea25811230","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"4b7cba942956","_type":"block","children":[{"_key":"466361eb68790","_type":"span","marks":[],"text":"The Leadership Discipline of Consistency"}],"markDefs":[],"style":"headline"},{"_key":"7b24c0f998e1","_type":"block","children":[{"_key":"4629321cc3e20","_type":"span","marks":[],"text":"Fixing this does not require more sophisticated communication strategies. It requires behavioral discipline."}],"markDefs":[],"style":"normal"},{"_key":"db4121e1744a","_type":"block","children":[{"_key":"693ba5210e690","_type":"span","marks":[],"text":"Consistency is built through small, repeatable actions over time. It means enforcing standards evenly, following through on commitments, and aligning decisions with stated priorities—even when it is inconvenient."}],"markDefs":[],"style":"normal"},{"_key":"555be908db2a","_type":"block","children":[{"_key":"2479a83294480","_type":"span","marks":[],"text":"Character reinforces that consistency. It shows up when leaders make decisions that align with shared values, especially under pressure."}],"markDefs":[],"style":"normal"},{"_key":"a76ecdf9809c","_type":"block","children":[{"_key":"f076e394ce070","_type":"span","marks":[],"text":"Together, these two elements create predictability."}],"markDefs":[],"style":"normal"},{"_key":"db3123d05236","_type":"block","children":[{"_key":"8399ed8f29040","_type":"span","marks":[],"text":"And predictability is what stabilizes teams."}],"markDefs":[],"style":"normal"},{"_key":"860677e56a8c","_type":"block","children":[{"_key":"74f3264913860","_type":"span","marks":[],"text":"In high-performing environments, people do not need perfect leaders. They need "},{"_key":"e2392bec4372","_type":"span","marks":["strong"],"text":"reliable"},{"_key":"4ac071b30060","_type":"span","marks":[],"text":" ones. Leaders whose actions can be anticipated, whose standards do not shift, and whose decisions align with the things they say matter most."}],"markDefs":[],"style":"normal"},{"_key":"be9e2e1de8cc","_type":"block","children":[{"_key":"8b3bd3876d9b0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"076737846e5c","_type":"block","children":[{"_key":"d5b16bee22540","_type":"span","marks":[],"text":"The Leadership Shift: From Messaging to Behavior"}],"markDefs":[],"style":"headline"},{"_key":"dfcee4005084","_type":"block","children":[{"_key":"9f169360655c0","_type":"span","marks":[],"text":"If your team feels misaligned, before adding another meeting or refining another message, pause and look at your own patterns."}],"markDefs":[],"style":"normal"},{"_key":"c58f20b42681","_type":"block","children":[{"_key":"8765873590470","_type":"span","marks":[],"text":"Are your standards applied consistently across people and situations?"},{"_key":"8765873590471","_type":"span","marks":[],"text":""},{"_key":"8765873590472","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9bd36b979fe5","_type":"block","children":[{"_key":"597d19e9d547","_type":"span","marks":[],"text":"Do your actions reinforce the priorities you communicate?"},{"_key":"8765873590473","_type":"span","marks":[],"text":""},{"_key":"8765873590474","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3096a6d185b2","_type":"block","children":[{"_key":"40be83817a36","_type":"span","marks":[],"text":"Are your decisions aligned with the values you expect others to follow?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"30ee74295c89","_type":"block","children":[{"_key":"f0222bb17b340","_type":"span","marks":[],"text":"Because your team is already receiving your message."}],"markDefs":[],"style":"normal"},{"_key":"6c686d031ea8","_type":"block","children":[{"_key":"7f97a96f26fd0","_type":"span","marks":[],"text":"It just may not be the one you think you’re sending."}],"markDefs":[],"style":"normal"},{"_key":"f8eb11d8b891","_type":"block","children":[{"_key":"737aa6acb8760","_type":"span","marks":[],"text":"Clarity does not come from what you say. It comes from what you repeatedly do."}],"markDefs":[],"style":"normal"},{"_key":"769a71e57edb","_type":"block","children":[{"_key":"1f6d1ed66d7b0","_type":"span","marks":[],"text":"And when Consistency and Character are aligned, communication becomes almost secondary. The message is embedded in behavior. The team no longer has to interpret intent—they can see it."}],"markDefs":[],"style":"normal"},{"_key":"3a810a4f7771","_type":"block","children":[{"_key":"ec91657aae500","_type":"span","marks":[],"text":"That is when trust stabilizes."}],"markDefs":[],"style":"normal"},{"_key":"06c33b7fb27b","_type":"block","children":[{"_key":"001863ac0d280","_type":"span","marks":[],"text":"And when trust stabilizes, execution follows."},{"_key":"7c2c0b6584e00","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"21430f2ed452","_type":"contentEditorSpacer","height":100},{"_key":"afd2eb11828c","_type":"block","children":[{"_key":"c89a61ef0811","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6fe22271094d","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-04-06","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d9b5b0ee0860","_type":"block","children":[{"_key":"9f1c10d85635","_type":"span","marks":[],"text":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-9d1b7c2b6787815df3112c0b8909a1ed8c61c282-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"2d21ca9fa9f7","_ref":"4cfc0246-b564-47ce-a264-f3e45d5c3137","_type":"reference"},{"_key":"69bebafb4b97","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"4f7ddc0c15b1","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"}],"seo":{"_type":"seo","description":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","title":"You Don’t Have a Communication Problem — You Have a Consistency Problem"},"shortDesc":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","showAssessmentTool":null,"slug":{"_type":"slug","current":"you-don-t-have-a-communication-problem-you-have-a-consistency-problem"},"socialSharing":{"desc":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","image":{"_type":"image","asset":{"_ref":"image-684920df5a215a81af5e852a692f8970e899fd0c-1000x667-png","_type":"reference"}},"title":"You Don’t Have a Communication Problem — You Have a Consistency Problem"},"title":"You Don’t Have a Communication Problem — You Have a Consistency Problem","top_banner":null},"allBlogs":[{"_id":"03153813-e813-4f92-b61f-60c881c4e89d","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"91edf85e4c6d","_type":"block","children":[{"_key":"dfefd3c594b4","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our workshops can help your company reach new heights "},{"_key":"878bc7540758","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"98217f62547f","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"58db99a570e3","_type":"block","children":[{"_key":"1f3923d49bb5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bb8746787b5a","_type":"block","children":[{"_key":"240ececa1f06","_type":"span","marks":[],"text":"Many of us think of trust as a feeling, but a feeling is simply a human emotion. Trust is, in fact,  a belief. A belief is a feeling that has been rationalized or justified by that particular human being. What this tells us is that we cannot “make” anyone trust us - all we can do is behave in a way that allows someone to make the decision to trust us. That decision is based on what we do for another. "}],"markDefs":[{"_key":"2ccb5d0f08c8","_type":"link","href":"https://drive.google.com/file/d/1nDNyyIk6nNdRCqYZ6VKNXG7HULFeRBLs/view?usp=sharing"}],"style":"normal"},{"_key":"4b01df88b293","_type":"block","children":[{"_key":"1d811dc31963","_type":"span","marks":[],"text":"However, trust is a critical element in building a successful team. In fact, when teams fail – that is, when they are unable to remain together as a group — it is almost "},{"_key":"98a533a90c00","_type":"span","marks":["em"],"text":"always"},{"_key":"3a77a0d254df","_type":"span","marks":[],"text":" because of a lack of trust on some level."}],"markDefs":[],"style":"normal"},{"_key":"e55b73d8ffac","_type":"block","children":[{"_key":"47c1b28ac4940","_type":"span","marks":[],"text":"So, while trust is not an attribute, building trust with others stems from our attributes - those behaviors that drive our performance."}],"markDefs":[],"style":"normal"},{"_key":"821b5c3c2e3f","_type":"block","children":[{"_key":"5ffb75b18ad10","_type":"span","marks":[],"text":"Here are six key steps to build trust on a  team. Each step relies heavily on a specific attribute."}],"markDefs":[],"style":"normal"},{"_key":"e8a84feb8773","_type":"block","children":[{"_key":"6e5dea7bccf10","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ac6d13c24c4e","_type":"block","children":[{"_key":"d767f74d4850","_type":"span","marks":["strong"],"text":"1. Strive for Authenticity"}],"markDefs":[],"style":"normal"},{"_key":"09c9da6e1cca","_type":"block","children":[{"_key":"f0c51676303d0","_type":"span","marks":[],"text":"While the seedlings of trust can be planted with any of the trust-building attributes,  Authenticity is probably one of the most important. When you are an authentic person, you are consistent with your beliefs, values, and your behavior, despite all the external pressures you may face. This consistency is the simplest measure of authenticity."}],"markDefs":[],"style":"normal"},{"_key":"fba21dd961f1","_type":"block","children":[{"_key":"ec8a5bd59be60","_type":"span","marks":[],"text":"For example, if stepping on the brake pedal of your car didn’t consistently stop it, you wouldn’t trust the brakes, right? The same idea applies to humans. If you don’t believe you are seeing an authentic version of someone — if you think they could be pretending, play-acting, or presenting insincere facades that shift with new audiences — it’s impossible to build a strong foundation of trust. Inconsistency instills doubt, and erodes trust. Be authentic."}],"markDefs":[],"style":"normal"},{"_key":"d35abf550d8b","_type":"block","children":[{"_key":"df11a3d2e3670","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"76ef7137fdae","_type":"block","children":[{"_key":"6c96f6d0b5ff","_type":"span","marks":["strong"],"text":"2. Do the Right Thing"}],"markDefs":[],"style":"normal"},{"_key":"d1ae02c926f1","_type":"block","children":[{"_key":"a9fa0511fde10","_type":"span","marks":[],"text":"Integrity is a critical element of trust, in ourselves and our teammates. After all, if we can’t trust ourselves to do what we believe is the right thing, we lose confidence. And if you don’t trust yourself, why should anyone else trust you?"}],"markDefs":[],"style":"normal"},{"_key":"b55476c24fe9","_type":"block","children":[{"_key":"b7e8c92fdfa40","_type":"span","marks":[],"text":"It’s important however, to understand what “do the right thing” means for a group or Team. It might mean one thing for a sports team, but something different for an acting troupe - or a team of Navy SEALs. Bottom line is that integrity can sometimes be subjective, highly dependent on the situation, and based on what particular values and beliefs people bring to that environment.  If you are a team member trying to build trust, you need to understand how the group defines integrity.  If you are a leader of a team, it’s critical that you are explicit about what “do the right thing” means for the team, in both words and behavior.  If you don’t do this - the group will ultimately define it for themselves. Figure out and define what “do the right thing” means for the people with whom you want to build trust - then behave with integrity."}],"markDefs":[],"style":"normal"},{"_key":"56901d34d029","_type":"block","children":[{"_key":"385663f6eb970","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2727473fc31d","_type":"block","children":[{"_key":"66dec22f55b8","_type":"span","marks":["strong"],"text":"3. Hold Yourself and Others Accountable"}],"markDefs":[],"style":"normal"},{"_key":"3c1f5a1c90b9","_type":"block","children":[{"_key":"1c296c26f5660","_type":"span","marks":[],"text":"Accountability provides a few very strong messages when it comes to building trust.  First, it signals to others that you are willing to take ownership of mistakes. And this is important, because owning our actions and decisions allows others to feel safe. Safe that when bad things happen, people will step up and own their piece. Feel safe that blame and excuses won’t proliferate. It also allows them to feel certainty. Certainty that everyone, including themselves, will be held accountable. This certainty also encourages a feeling of safety - and while safety and trust are not necessarily synonymous - you cannot have one without the other."}],"markDefs":[],"style":"normal"},{"_key":"3476be97bd11","_type":"block","children":[{"_key":"a7916c5b3dcc0","_type":"span","marks":[],"text":"The other message accountability sends is one of humility - which is its own attribute. Being accountable tells others that we are aware of the fact that we don’t know it all. That we always have something to learn and that we strive to continue learning. The opposite behavior is arrogance - which decisively destroys trust. Be humble and be accountable."}],"markDefs":[],"style":"normal"},{"_key":"cc446e5f5cd7","_type":"block","children":[{"_key":"0523e8f42e510","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"83f94cddfd95","_type":"contentEditorSpacer","height":80},{"_key":"91971295f7e8","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"e2341bf8bf23","_type":"block","children":[{"_key":"9a8399539029","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7634f0413637","_type":"contentEditorSpacer","height":100},{"_key":"f38f776f4de4","_type":"block","children":[{"_key":"a302330e4661","_type":"span","marks":["strong"],"text":"4. Embrace Vulnerability"}],"markDefs":[],"style":"normal"},{"_key":"7c1af83e4ecf","_type":"block","children":[{"_key":"cc63afe1f8df0","_type":"span","marks":[],"text":"Have you ever been told to stand with your back toward a team member and fall backward, hoping they will catch you in their arms? Or told to do anything blindfolded with a team member guiding you?"}],"markDefs":[],"style":"normal"},{"_key":"848439ef51ab","_type":"block","children":[{"_key":"61ba2bf5a8670","_type":"span","marks":[],"text":"These seemingly silly or scary situations are popular trust-building exercises. The reason they are used is because they all require being vulnerable in one way or another. Keep in mind that these exercises don’t necessarily build trust  - but they help show what vulnerability looks and feels like.  Trust is often a generative act - it takes trust to build trust. To extend trust, especially as a leader, takes vulnerability. The willingness to place your trust in another person - so that they might do the same for you. When we think of the people that we trust deeply in our lives, it’s a good bet that one of the reasons is because they extended trust to us. They let us take a risk and had our backs when we did. They gave us sensitive information with confidence, or simply gave us extra responsibility that meant a lot to us. Vulnerability often leads to trust, and while it can be difficult, no one said that building trust is easy."}],"markDefs":[],"style":"normal"},{"_key":"31815fabd58b","_type":"block","children":[{"_key":"5e35192298380","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ff8a8a886df1","_type":"block","children":[{"_key":"6b416ea8b6a2","_type":"span","marks":["strong"],"text":"5. Be Selfless"}],"markDefs":[],"style":"normal"},{"_key":"b6fdad8ab42e","_type":"block","children":[{"_key":"f335477be0ce0","_type":"span","marks":[],"text":"Selflessness is more than just generosity or altruism.  To be selfless means placing someone else’s well-being above your own. Depending on the situation, that can be difficult because it involves either a personal cost or some level of risk. The key is that the selfless person - the giver, so to speak - prioritizes the needs of another - the receiver - over his or her own. Acts of selflessness will rapidly build trust - as a team member - and especially as a leader."}],"markDefs":[],"style":"normal"},{"_key":"68ebc73a41b6","_type":"block","children":[{"_key":"1135ef69e3810","_type":"span","marks":[],"text":"“A leader is best when people barely know he exists,” the ancient Chinese philosopher Lao Tzu wrote. “When his work is done, his aim fulfilled, they will say: we did it ourselves.” Great leaders want the people in their span of care to gain competence and experience so that they may one day lead. I would often tell my junior officers that they had to be willing to accept what I call the irony of leadership; if you do your job correctly, you will work yourself out of a job. Great leaders build other leaders."}],"markDefs":[],"style":"normal"},{"_key":"c35fae501bb3","_type":"block","children":[{"_key":"585b07d4bc020","_type":"span","marks":[],"text":"Whether you are a team member or a leader, being selfless is a key attribute to building trust. The cost doesn’t have to be extreme. Allowing others to excel and shine in a way that illuminates them and not you can be all that’s required. Or even just spending time with someone can be selfless. Time is the ultimate commodity. We all have the same amount and when we spend it - we can’t get it back. Giving your time to another shows them that we care about their time more than we care about ours - that’s a big deal.  When building trust, look for ways to be selfless. It will take some of the vulnerability discussed above - but it works."}],"markDefs":[],"style":"normal"},{"_key":"2898b2f47d0b","_type":"block","children":[{"_key":"9c6483e04aff0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"09711ff431c0","_type":"contentEditorSpacer","height":80},{"_key":"1cd5cecd9516","_type":"block","children":[{"_key":"d309ed06739b","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8ed0bcfc64ee","_type":"discoverBlock","btnLink":"https://hub.theattributes.com/","btnText":"Learn more","description":"Download The Trust Fall, our ultimate guide to building and measure trust on your team.","title":"Our Team Trust Assessment"},{"_key":"57dd1bff6353","_type":"contentEditorSpacer","height":100},{"_key":"5e16f6d7fe3d","_type":"block","children":[{"_key":"c4b98f980b24","_type":"span","marks":["strong"],"text":"6. Be Conscientiousness"}],"markDefs":[],"style":"normal"},{"_key":"d49e26d2a786","_type":"block","children":[{"_key":"31239cb4119d0","_type":"span","marks":[],"text":"Think of the people in your life whom you trust. Your boss? Your partner? Your child? Odds are most of them are diligent, reliable, and hard-working. Maybe they don’t follow through on everything every time, and maybe they can be a little flaky now and again. But whether at work, at home or in a social setting – they consistently display a healthy level of conscientiousness. Otherwise, you wouldn’t trust them."}],"markDefs":[],"style":"normal"},{"_key":"4c28b6027174","_type":"block","children":[{"_key":"e82bc4743ae60","_type":"span","marks":[],"text":"Conscientiousness is a combination of all three - and it fosters trust, simple as that. When you know someone has the ability and inner drive to do the hard work, to do it with care and attentiveness,  and be dependent on them to get the job done, you automatically trust them on some level. It’s common sense. Behaving in a way that allows others to trust you is as simple as doing those three things, in other words, being conscientious. This concept applies to any human relationship, regardless of the environment. Be conscientious and people will begin to trust you - it’s that simple."}],"markDefs":[],"style":"normal"},{"_key":"b8741dca9b02","_type":"block","children":[{"_key":"d9b3affaab490","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e31e6e3ffab2","_type":"block","children":[{"_key":"e494e4e22ec5","_type":"span","marks":["strong"],"text":"Building Trust, One Step at a Time"}],"markDefs":[],"style":"normal"},{"_key":"1af65ec31070","_type":"block","children":[{"_key":"11c71ee7c6c80","_type":"span","marks":[],"text":"Building trust in a team takes time. All of these steps need to be acted upon, and then repeated, over and over, until trust is fostered. Most important, however, is understanding how attributes play into the trust that makes a team successful. From authenticity to accountability to conscientiousness, our attributes are a huge player in the success of any team. So go ahead, start using these six steps - you’ll be on your way to a more trusting team."}],"markDefs":[],"style":"normal"},{"_key":"0ff809c4a752","_type":"block","children":[{"_key":"aef2b356c0ff","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8d0b77a135c0","_type":"block","children":[{"_key":"3fac42efa410","_type":"span","marks":[],"text":"Curious to find out the current level of trust amongst your team members? Take "},{"_key":"298b0a9e9821","_type":"span","marks":["53b67645a6ea"],"text":"The Trust Fall Assessment"},{"_key":"1b4f457ead95","_type":"span","marks":[],"text":" and find out. "}],"markDefs":[{"_key":"53b67645a6ea","_type":"link","href":"https://theattributes.com/assessments/trust-fall-assessment"}],"style":"normal"},{"_key":"f14015a587cb","_type":"block","children":[{"_key":"236ccc61cc72","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2391faada223","_type":"contentEditorSpacer","height":100},{"_key":"93be84a14aff","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2021-09-01","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"c9cef35cd64b","_type":"block","children":[{"_key":"ead15c8fe5b8","_type":"span","marks":[],"text":"Trust is an important part of building a successful team. In fact, when teams fail – that is, when they are unable to remain together as a team — it is almost always because of a lack of trust on some level. So, how do you build more trusting teams? By understanding how different Attributes play into developing the trust that makes a team successful. From authenticity to humility to conscientiousness, attributes are huge players in building trust on a team. Read on to learn the six ways you can build a more trusting team."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-a27bd2944a1042ad70cc66e16389dfbbc97e7a8c-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"c9860e03f3bb","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"7078313186a1","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"},{"_key":"bc29e791b890","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"}],"seo":{"_type":"seo","description":"Unlock secrets to building trust within your team with workshops and assessments from Rich Diviney's The Attributes. Explore now!","title":"Build Trustful Teams: Key Steps to Strengthen Team Dynamics"},"shortDesc":"Trust is an important part of building a successful team. In fact, when teams fail – that is, when they are unable to remain together as a team ","showAssessmentTool":null,"slug":{"_type":"slug","current":"how-to-build-more-trustful-teams"},"socialSharing":{"desc":"Trust is an important part of building a successful team. In fact, when teams fail – that is, when they are unable to remain together as a team ","image":{"_type":"image","asset":{"_ref":"image-694a1b08236a74ceb10de95d4ffc267d2134e46a-1000x667-png","_type":"reference"}},"title":"How to Build More Trustful Teams"},"title":"How to Build More Trustful Teams","top_banner":{"center_content":"Measure the trust level in your team with The Trust Fall Assessment","left_content":"Attributes Workshops","link":"https://theattributes.com/assessments/trust-fall-assessment","right_content":"Take assessment","show":true}},{"_id":"033609b5-e530-4c62-818a-365f7b18a559","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"56f8f9f7e53a","_type":"block","children":[{"_key":"82c1e3cd9269","_type":"span","marks":[],"text":"A high-performing team is defined less by how often it wins and more by how well it performs when things don’t go as planned. Being a good teammate, like being an effective leader, isn't something you can self-assign. It's determined by others, based on how you perform and interact with them. So how can you ensure that you are a great teammate and able to contribute to a team where synergy and collaboration are the norm?"}],"markDefs":[],"style":"normal"},{"_key":"371eda632e0c","_type":"block","children":[{"_key":"0ed34ee53ea1","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"aad0876930e9","_type":"block","children":[{"_key":"abe98d76e9c70","_type":"span","marks":[],"text":"Let’s start by defining what a team is: any group of two or more people working together toward a common goal or objective. What this means is that teams exist on all levels, whether it’s a Navy SEAL team, a band, a business team, or even a marriage. To be an effective teammate depends upon a combination of five teamability attributes and a high degree of trust (read more about trust in a "},{"_key":"abe98d76e9c71","_type":"span","marks":["b4f36777d0b3"],"text":"previous article"},{"_key":"abe98d76e9c72","_type":"span","marks":[],"text":"). Those attributes are collaboration, conscientiousness, humility, insouciance, and integrity. Where you fall in any of these areas will have an effect on the type of teammate you are."}],"markDefs":[{"_key":"b4f36777d0b3","_type":"link","href":"https://theattributes.com/blog/how-to-develop-the-4-elements-of-trust"}],"style":"normal"},{"_key":"917e9714d404","_type":"block","children":[{"_key":"97fe6bda7076","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"827452dc101e","_type":"block","children":[{"_key":"d89006d60a5d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ebb49d4c124a","_type":"block","children":[{"_key":"2330e26d92620","_type":"span","marks":["strong"],"text":"The Teamability Attributes"}],"markDefs":[],"style":"normal"},{"_key":"a4417798c1c7","_type":"block","children":[{"_key":"2c3b50f8487f0","_type":"span","marks":["strong"],"text":"Collaboration"},{"_key":"2c3b50f8487f1","_type":"span","marks":[],"text":" is the ability to work together with others to pursue a goal, create, or achieve something. It is the cornerstone of collective success, emphasizing the power of joint efforts and shared knowledge. Our levels of collaboration indicate how predisposed we are to working with others in any group setting. Some of us are more inclined to want to work on our own. Where we score on this is not good or bad - but knowing where we score can be very helpful in our work to become better teammates."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b7c48db18c0d","_type":"block","children":[{"_key":"04ec2ee4e0da0","_type":"span","marks":["strong"],"text":"Conscientiousness"},{"_key":"04ec2ee4e0da1","_type":"span","marks":[],"text":" is the inner drive to work hard, be diligent, and be reliable. It’s about showing up on time, meeting deadlines, and being someone your teammates can count on. In a sports team, a conscientious player consistently attends practice and puts in the effort to improve, setting a standard for others."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"15d71a0353ca","_type":"block","children":[{"_key":"bde08aa4fa070","_type":"span","marks":["strong"],"text":"Humility"},{"_key":"bde08aa4fa071","_type":"span","marks":[],"text":" involves being self-aware about your strengths and weaknesses, allowing for an accurate, balanced perspective. This means recognizing when you need help and being willing to learn from others. But it also means understanding where you can provide help to those around you. Using your strengths to support a team is just as important as being honest about what you are weak in."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0258a46e3ba9","_type":"block","children":[{"_key":"2cbad0c2efec0","_type":"span","marks":["strong"],"text":"Insouciance "},{"_key":"2cbad0c2efec1","_type":"span","marks":[],"text":"is a casual lack of concern or an indifference to what others might think. In the right capacity, it brings a level of light-heartedness and resilience. Insouciance is a tricky attribute, in that if you are high on this you may come across to others as someone who doesn’t care. The truth is, you probably don’t…but you need to make an effort to ensure those around you don’t conflate not caring what they "},{"_key":"2cbad0c2efec2","_type":"span","marks":["em"],"text":"think"},{"_key":"2cbad0c2efec3","_type":"span","marks":[],"text":" with not caring about "},{"_key":"2cbad0c2efec4","_type":"span","marks":["em"],"text":"them"},{"_key":"2cbad0c2efec5","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2a244038de5a","_type":"block","children":[{"_key":"b442a4e115e80","_type":"span","marks":["strong"],"text":"Integrity"},{"_key":"b442a4e115e81","_type":"span","marks":[],"text":" binds these traits together with a strong moral foundation. It involves honesty, ethical behavior, and consistent alignment between one’s values and actions. Integrity ensures that trust is maintained within the team. Integrity on a team also means that you are aware of, understand, and adhere to how the team defines “do the right thing”. This is very important as it is subjective to the team - “do the right thing” for a group of boy scouts might look different than it does for a group of criminals - but they both have distinct rules around integrity."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a6695424f8b6","_type":"block","children":[{"_key":"a0bce2594da30","_type":"span","marks":[],"text":"Teamability is all about how well people work and play together, how deeply they connect, and how effectively they collaborate.These five attributes are at the heart of every team. If a team is composed of individuals lacking collaboration and fixated on individual success, how well will they perform when challenges arise? Likewise, if a team lacks humility, it likely includes members who are either too insecure or overtly arrogant. The connectedness of all these attributes is that scoring too low on any of them shifts the focus from the team to the individual."}],"markDefs":[],"style":"normal"},{"_key":"48fcd17331e1","_type":"block","children":[{"_key":"fda177a88494","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"de96a0711930","_type":"block","children":[{"_key":"7f7f71319bea","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7e2f91f406e9","_type":"block","children":[{"_key":"9bbdd99fb7c70","_type":"span","marks":["strong"],"text":"What to Do If You Are Low"}],"markDefs":[],"style":"normal"},{"_key":"1ac4094caab9","_type":"block","children":[{"_key":"33a6cdc3cc00","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a475d7f18dc7","_type":"block","children":[{"_key":"3d89547ec5010","_type":"span","marks":[],"text":"If you are low on any of the above attributes, you might have an opportunity to be a better teammate. If that’s the case, here are some practical, effective methods to raise your teamability levels:"}],"markDefs":[],"style":"normal"},{"_key":"e7a34d2f2ceb","_type":"block","children":[{"_key":"0897f4c1f67c","_type":"span","marks":["strong"],"text":"Develop active listening and communication skills: "},{"_key":"8cd4a00e32f7","_type":"span","marks":[],"text":"Effective collaboration relies heavily on clear communication and the ability to understand others' viewpoints. Practice active listening by giving full attention to speakers, acknowledging their ideas, and asking clarifying questions."},{"_key":"68c7e5ce31160","_type":"span","marks":["strong"],"text":" "}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"91ffc184ec59","_type":"block","children":[{"_key":"05f775780212","_type":"span","marks":["strong"],"text":"Check your arrogance, and then get out of your bubble:"},{"_key":"68c7e5ce31161","_type":"span","marks":[],"text":" Humble confidence means thinking, “I can do this.” Arrogance is thinking, “I am better than you.” Recognize that, regardless of your level of self-efficacy and competence, you are not in this just for yourself."},{"_key":"e52b8c6659ee0","_type":"span","marks":["strong"],"text":" "}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"61c33e5dd687","_type":"block","children":[{"_key":"a80b71cfa20b","_type":"span","marks":["strong"],"text":"Take initiative: "},{"_key":"e52b8c6659ee1","_type":"span","marks":[],"text":"Proactively identify areas where you can contribute or improve processes without being asked. Taking the initiative to solve problems or suggest improvements demonstrates your commitment to the team's success and your ability to think ahead."},{"_key":"ac9fd60eb669","_type":"span","marks":["strong"],"text":" "}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9f059e198eb8","_type":"block","children":[{"_key":"2c7df21d8031","_type":"span","marks":["strong"],"text":"Be honest with the group about what you agree and disagree upon:"},{"_key":"ce473059c96c1","_type":"span","marks":[],"text":" The more transparent you are about your beliefs and values, the more your teammates will understand why and how you behave the way you do. This will allow them to be more open and accepting of your personal standards compared to the collective ones"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"5eee465430ee","_type":"block","children":[{"_key":"112b48ef08de0","_type":"span","marks":[],"text":"And perhaps most importantly: "},{"_key":"112b48ef08de1","_type":"span","marks":["strong"],"text":"don’t take things personally."}],"markDefs":[],"style":"normal"},{"_key":"1bf9d9d6f644","_type":"block","children":[{"_key":"27f73aebd121","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"18a09c252cd6","_type":"block","children":[{"_key":"5fcbbd79dabf0","_type":"span","marks":[],"text":"We will all be part of multiple teams throughout our lives, but the essence of being a good teammate lies in our everyday actions and interactions. Remember, it’s up to other people to decide if you are a good teammate or a bad one."}],"markDefs":[],"style":"normal"},{"_key":"6f3bcb18c8dc","_type":"block","children":[{"_key":"bbfb6399ff64","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c30e8340c3d9","_type":"block","children":[{"_key":"0e60bb3f16b10","_type":"span","marks":[],"text":"To see where you rank in these attributes and the 36 others, our "},{"_key":"0e60bb3f16b11","_type":"span","marks":["9c18948d8e24"],"text":"Attributes Assessment "},{"_key":"0e60bb3f16b12","_type":"span","marks":[],"text":"is available to give you additional tools to raise your scores and be an optimal performer in all areas of life. By focusing on continuous self-improvement and understanding the impact of your behavior on others, you can become a key player in any team, driving collective success and personal growth."}],"markDefs":[{"_key":"9c18948d8e24","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"}]},"date":"2024-05-31","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"618e2247fe35","_type":"block","children":[{"_key":"70ada0315be8","_type":"span","marks":[],"text":"A high-performing team is defined less by how often it wins and more by how well it performs when things don’t go as planned. Being a good teammate, like being an effective leader, isn't something you can self-assign. It's determined by others, based on how you perform and interact with them. So how can you ensure that you are a great teammate and able to contribute to a team where synergy and collaboration are the norm?"}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-616a1ed9c35feb0f2e9448ab82bb87cc93952ce2-1440x275-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"e3a04c6cd07c","_ref":"d6330054-0c24-497f-9a8f-e38b1db91a3f","_type":"reference"},{"_key":"a98422e8aaec","_ref":"d933af46-14a0-4a0e-9bcf-e645a266e6a7","_type":"reference"},{"_key":"98e1b59e93ac","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"}],"seo":{"_type":"seo","description":"Discover how to enhance your teamwork skills with Rich Diviney's insights on collaboration, trust, and personal growth.","title":"Discover What Makes a Great Teammate: Key Attributes for Team Success"},"shortDesc":"A high-performing team is defined less by how often it wins and more by how well it performs when things don’t go as planned. Being a good teammate, like being an effective leader, isn't something you can self-assign. It's determined by others, based on how you perform and interact with them. So how can you ensure that you are a great teammate and able to contribute to a team where synergy and collaboration are the norm?","showAssessmentTool":null,"slug":{"_type":"slug","current":"are-you-a-good-teammate"},"socialSharing":{"desc":"A high-performing team is defined less by how often it wins and more by how well it performs when things don’t go as planned. Being a good teammate, like being an effective leader, isn't something you can self-assign. It's determined by others, based on how you perform and interact with them. So how can you ensure that you are a great teammate and able to contribute to a team where synergy and collaboration are the norm?","image":{"_type":"image","asset":{"_ref":"image-c23f70281dbf4d25d60f1c441369a37ef91a4d15-3000x2001-png","_type":"reference"}},"title":"Are You a Good Teammate?"},"title":"Are You a Good Teammate?","top_banner":{"center_content":";","left_content":";","link":";","right_content":";","show":false}},{"_id":"03b6206f-bcca-4372-98d3-a2838942367b","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"c6f21e724b0c","_type":"block","children":[{"_key":"4290319ae99f","_type":"span","marks":[],"text":"We like to think we know who we are. We introduce ourselves with labels: I’m a lawyer. I’m a parent. I’m an athlete. I’m a leader. These identities feel solid. They help us navigate our lives and give us a sense of purpose. "}],"markDefs":[],"style":"normal"},{"_key":"627d222c32f3","_type":"block","children":[{"_key":"2fba4c17bd66","_type":"span","marks":[],"text":"But what happens when life throws uncertainty our way? What happens when we lose the job that defines us? When our children grow up and move out? When injury keeps us from the sport we love?"}],"markDefs":[],"style":"normal"},{"_key":"293fb145a6b5","_type":"block","children":[{"_key":"f47dec1a6f38","_type":"span","marks":[],"text":"In those moments, when everything familiar is stripped away, we don’t become someone new - we become who we really are."}],"markDefs":[],"style":"normal"},{"_key":"020a6eb5200f","_type":"block","children":[{"_key":"cc9c012ee6ea","_type":"span","marks":[],"text":"And if we’ve never taken the time to truly understand our deeper identities, that moment can feel like a free fall into the unknown."}],"markDefs":[],"style":"normal"},{"_key":"cfd101ade076","_type":"block","children":[{"_key":"bbcea19eb691","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e45efbe4576d","_type":"block","children":[{"_key":"bfbc00780e66","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ebe914d043a2","_type":"block","children":[{"_key":"7ddcbd22da46","_type":"span","marks":["strong"],"text":"The Strength of Multiple Identities"}],"markDefs":[],"style":"normal"},{"_key":"8761435be15d","_type":"block","children":[{"_key":"c5a6f316cdc5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"02c42b2a986a","_type":"block","children":[{"_key":"4a283c7eabc0","_type":"span","marks":[],"text":"I’ve seen this play out firsthand - both in my own life and in the lives of countless other veterans."}],"markDefs":[],"style":"normal"},{"_key":"82c9ade17201","_type":"block","children":[{"_key":"a359c46662bb","_type":"span","marks":[],"text":"For years, my primary identity was that of a Navy SEAL. It was more than just a job - it was who I was. SEALs are trained to be adaptable, to thrive in uncertainty, to operate under extreme pressure. That identity shaped every decision I made."}],"markDefs":[],"style":"normal"},{"_key":"03597f614f05","_type":"block","children":[{"_key":"78642d80ff80","_type":"span","marks":[],"text":"But here’s what made the difference for me when I left the military: I wasn’t just a Navy SEAL. I was also a husband. A father. A friend."}],"markDefs":[],"style":"normal"},{"_key":"a03a5fd9f6e7","_type":"block","children":[{"_key":"bf0b05d1971e","_type":"span","marks":[],"text":"And when my military career ended, those other identities became my anchors."}],"markDefs":[],"style":"normal"},{"_key":"4cde04f7f33f","_type":"block","children":[{"_key":"81805373335b","_type":"span","marks":[],"text":"Many people leaving the military - or stepping away from any deeply ingrained identity - struggle because they’ve only ever seen themselves through one lens. The job, the role, the mission - that was everything. And without it, they feel lost."}],"markDefs":[],"style":"normal"},{"_key":"715f534c9eb0","_type":"block","children":[{"_key":"57ab72dd7c12","_type":"span","marks":[],"text":"But those who have cultivated multiple strong identities have an advantage. They don’t just have one “I am” statement - they have many. And that means they have something solid to hold onto when change inevitably comes."}],"markDefs":[],"style":"normal"},{"_key":"3526d6733048","_type":"block","children":[{"_key":"8ae1c1ca9166","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"18e592003660","_type":"block","children":[{"_key":"70d14d4556ad","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8a1b3ed5d6f4","_type":"block","children":[{"_key":"d97760e9fe05","_type":"span","marks":["strong"],"text":"Identity Fuels Performance"}],"markDefs":[],"style":"normal"},{"_key":"b378d85d8964","_type":"block","children":[{"_key":"182c5d9a4160","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"df3c4de7483c","_type":"block","children":[{"_key":"aa877b323e47","_type":"span","marks":[],"text":"In high-stakes environments - on the battlefield, in a boardroom, or during a family emergency - people don’t rise to the occasion. They fall back on who they believe they are."}],"markDefs":[],"style":"normal"},{"_key":"ea0e3e6ce852","_type":"block","children":[{"_key":"5dbd61cb61ae","_type":"span","marks":[],"text":"That’s why identity matters. When chaos hits, we don’t perform based on our titles - we perform based on our truths."}],"markDefs":[],"style":"normal"},{"_key":"fa0f805e5d72","_type":"block","children":[{"_key":"76f6c0ea5203","_type":"span","marks":[],"text":"If your identity is rooted only in external labels, those truths can feel fragile. But if your identity runs deeper - if you know who you are regardless of your role - you’ll respond with clarity, confidence, and composure when things get hard."}],"markDefs":[],"style":"normal"},{"_key":"e237f2bab19d","_type":"block","children":[{"_key":"543c141e3298","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c99b8d2534c9","_type":"block","children":[{"_key":"828deaa2e1be","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ab4763b8e1cc","_type":"block","children":[{"_key":"cd14bd3bcf88","_type":"span","marks":["strong"],"text":"Build Your Identity Before You Need It"}],"markDefs":[],"style":"normal"},{"_key":"abba8f6b2f09","_type":"block","children":[{"_key":"8307dd0ed796","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a225c8b8b2b1","_type":"block","children":[{"_key":"7fc049a3ac66","_type":"span","marks":[],"text":"It’s easy to delay asking the hard questions until life forces us to. But the best time to explore who you are isn’t after everything’s changed - it’s before."}],"markDefs":[],"style":"normal"},{"_key":"371425aaf1cc","_type":"block","children":[{"_key":"ef6548eccd1c","_type":"span","marks":[],"text":"Strong identities aren’t built in crisis. They’re shaped in the quiet, in the day-to-day, through self-awareness and intentional reflection. The more you understand and develop your identity now, the more resilient and adaptable you’ll be when uncertainty shows up."}],"markDefs":[],"style":"normal"},{"_key":"25a8c4ab24f2","_type":"block","children":[{"_key":"f84a976b8462","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1ed66a73f14b","_type":"block","children":[{"_key":"99f006e9882d","_type":"span","marks":["strong","em"],"text":"If everything familiar were stripped away—who would you be?"}],"markDefs":[],"style":"normal"},{"_key":"c3aa2256200a","_type":"block","children":[{"_key":"40140183ff06","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b16f8a846bac","_type":"block","children":[{"_key":"c3ef8178517d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8314f59eff01","_type":"block","children":[{"_key":"68ac4316aa6f","_type":"span","marks":[],"text":"If you’re ready to explore how mastering identity can help you thrive in uncertainty, check out my second book, "},{"_key":"fe4ba48a769e","_type":"span","marks":["6a587281467b","em"],"text":"Masters of Uncertainty"},{"_key":"1526256f3d2d","_type":"span","marks":[],"text":". In it, I break down how identity works—not just as a concept, but as a powerful source of action under pressure. You'll learn the mindsets, strategies, and attributes that help people perform their best—no matter what life throws at them."}],"markDefs":[{"_key":"6a587281467b","_type":"link","href":"https://theattributes.com/buy/book-masters-of-uncertainty"}],"style":"normal"}]},"date":"2025-04-29","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"0fb382604cc0","_type":"block","children":[{"_key":"37c273675203","_type":"span","marks":[],"text":"We like to think we know who we are. We introduce ourselves with labels: I’m a lawyer. I’m a parent. I’m an athlete. I’m a leader. These identities feel solid. They help us navigate our lives and give us a sense of purpose. But what happens when life throws uncertainty our way? What happens when we lose the job that defines us? When our children grow up and move out? When injury keeps us from the sport we love? Read more about the importance of identity in this blog post.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-2138bc08caae13153531a26578d9edb2d0e5c450-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"49e5cef8df89","_ref":"5b981c93-8f8e-446c-9918-22bcc1a3ff75","_type":"reference"},{"_key":"6189285ce720","_ref":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","_type":"reference"},{"_key":"a8ecafd8c2a8","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"}],"seo":{"_type":"seo","description":"We like to think we know who we are. We introduce ourselves with labels: I’m a lawyer. I’m a parent. I’m an athlete. I’m a leader. These identities feel solid. They help us navigate our lives and give us a sense of purpose. But what happens when life throws uncertainty our way? What happens when we lose the job that defines us? When our children grow up and move out? When injury keeps us from the sport we love? Read more about the importance of identity in this blog post.","title":"Who Are You When Everything Falls Apart?"},"shortDesc":"We like to think we know who we are. We introduce ourselves with labels: I’m a lawyer. I’m a parent. I’m an athlete. I’m a leader. These identities feel solid. They help us navigate our lives and give us a sense of purpose. But what happens when life throws uncertainty our way? What happens when we lose the job that defines us? When our children grow up and move out? When injury keeps us from the sport we love? Read more about the importance of identity in this blog post.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"who-are-you-when-everything-falls-apart"},"socialSharing":{"desc":"We like to think we know who we are. We introduce ourselves with labels: I’m a lawyer. I’m a parent. I’m an athlete. I’m a leader. These identities feel solid. They help us navigate our lives and give us a sense of purpose. But what happens when life throws uncertainty our way? What happens when we lose the job that defines us? When our children grow up and move out? When injury keeps us from the sport we love? Read more about the importance of identity in this blog post.","image":{"_type":"image","asset":{"_ref":"image-ad24704c27f3825756d3865e1ae9c6d7127385cd-3000x2001-png","_type":"reference"}},"title":"Who Are You When Everything Falls Apart?"},"title":"Who Are You When Everything Falls Apart?","top_banner":{"center_content":";","left_content":";","link":";","right_content":";"}},{"_id":"0a9a3966-1427-4d07-9034-da0d113bd5a2","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"4a8fcc4f0c42","_type":"block","children":[{"_key":"01d2287622b7","_type":"span","marks":["strong"],"text":"The Attributes Assessment measures 41 Attributes, the essential components of Grit, Mental Acuity, Drive, Commitment, Vision, Social Intelligence, Service, Teamability, and Leadership. It consists of Likert questions that can be completed in under 30 minutes.\n"},{"_key":"a3c91a4a489f","_type":"span","marks":[],"text":"\nThe development of The Attributes Assessment is grounded in cognitive, behavioral, and emotional sciences. The goal of the assessment is to identify and provide insight into the levels of the fixed and dormant attributes you possess. This assessment is about helping you achieve optimal performance by highlighting your tendencies and pinpointing your strengths and development opportunities.\n\nThe assessment development process included several methodological steps to quantify the attributes most related to optimal performance.\n\nThe assessment was originally developed to measure 13 Attributes: Adaptability, Courage, Perseverance, and Resilience (for the Grit Assessment), Compartmentalization, Learnability, Situational Awareness, and Task Switching (for the Mental Acuity Assessment), and Cunning, Discipline, Narcissism, Open-Mindedness, and Self-Efficacy (for the Drive Assessment). The development team generated and reviewed items to align with each of the 13 clearly defined Attributes. Ultimately, the inclusion of items comprising the final assessment was the result of robust statistical analyses and thoughtful conjecture by content experts. This led to the addition of 28 other attributes.\n\nThe general methodological approach included:\n-Expertly and theoretically derived factors\n-Item development\n-Item assignment\n-Item analysis & reduction\n-Exploratory factor analysis & partial confirmatory factor analysis\n-Reliability analysis\n-Confirmatory Factor Analysis (in development)\n\nDuring development in 2020, more than 1,000 people completed The Attributes Assessments, making possible numerous statistical analyses resulting in a robust and reliable assessment. The internal consistency or reliability of the various scales of the Attributes assessment range from .762 (Open-Mindedness) to .905 (Discipline), indicative of excellent reliability suggesting that the items within each attribute are related to each other, confirming the items are measuring a single organized construct."}],"markDefs":[],"style":"normal"},{"_key":"de29e6df96f5","_type":"block","children":[{"_key":"f1d71542e3d5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3195473b15a7","_type":"block","children":[{"_key":"03caac46fc39","_type":"span","marks":[],"text":"Since the launch of the first version in 2020, more than 30,000 people have taken the assessment.\n\n"},{"_key":"61e4ee6b5f0a","_type":"span","marks":["strong"],"text":"The people behind The Attributes Assessment\n"},{"_key":"25558737f815","_type":"span","marks":[],"text":"\nLisa Shannon, Founder of Big Sky Bold, guided the content/assessment development.\n\nDerek Mann, Managing Partner of the Performance Psychology Group, LLC, and Assistant Professor at Jacksonville University contributed to the original creation and analysis of our Attributes Assessment. He also revised the questionnaire after analysis of data of over 1000 users. He was also co-author of the Emotional Intelligence Skills Assessment (EISA), a management development/training tool for individual and organizational success. He was instrumental in revising the world’s foremost emotional intelligence assessment, the EQi 2.0. He is also certified in the MBTI, EQII, MSCEIT, and TAIS.\n\nAlex Danvers, Ph.D., a psychologist, data scientist, and science communicator, oversees the Measurement-Based Care and Applied Neuroscience programs at Sierra Tucson. He contributed to the final iteration of our assessment using survey methods, including scale design and validation.\n\nWe continually have our assessment reviewed by highly qualified and certified psychometricians who specialize in quantitative and qualitative assessments and surveys.\n"}],"markDefs":[],"style":"normal"},{"_key":"b65ee25ca832","_type":"contentEditorSpacer","height":100},{"_key":"d65deb95d23e","_type":"block","children":[{"_key":"6ba4d0c5de7d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bb93fb2a8d2a","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-09-21","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"e7e057f78748","_type":"block","children":[{"_key":"a93865ab4316","_type":"span","marks":[],"text":"The development of The Attributes Assessment is grounded in cognitive, behavioral, and emotional sciences. The goal of the assessments is to identify and provide insight into the levels of the fixed and dormant attributes you possess. This assessment is about helping you achieve optimal performance by highlighting your tendencies and pinpointing your strengths and development opportunities.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-1d9fca76842fc693b0a400515b8a4470dd84db7d-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"03b7c0b3617f","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"ee464d4ea6cc","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"c93e72e01610","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"}],"seo":{"_type":"seo","description":"Discover The Attributes Assessment, designed by Rich Diviney, to help you unlock strengths & optimize performance in <30 minutes.","title":"Discover The Attributes Assessment: Unlocking Your Unique Strength & Growth"},"shortDesc":"The development of The Attributes Assessment is grounded in cognitive, behavioral, and emotional sciences. The goal of the assessments is to identify and provide insight into the levels of the fixed and dormant attributes you possess. This assessment is about helping you achieve optimal performance by highlighting your tendencies and pinpointing your strengths and development opportunities.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"about-the-assessment"},"socialSharing":{"desc":"Here's how we developed The Attributes assessment","image":{"_type":"image","asset":{"_ref":"image-638dc3159852c06ca032531cc88f14085ac4f3cd-1000x667-png","_type":"reference"}},"title":"About the Assessment Tool"},"title":"The Development of The Attributes Assessment ","top_banner":null},{"_id":"0f036f08-6eac-410c-848b-c12e750df25b","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"8f8eea10ebb6","_type":"block","children":[{"_key":"955f58d06cfe","_type":"span","marks":[],"text":"Most people believe that competitiveness is necessary for high-performing teams."}],"markDefs":[],"style":"normal"},{"_key":"0dd6bd15d761","_type":"block","children":[{"_key":"eca687ca20930","_type":"span","marks":[],"text":"This is true - but it's not the whole truth."}],"markDefs":[],"style":"normal"},{"_key":"3b564f5be9a4","_type":"block","children":[{"_key":"33f76a19b8170","_type":"span","marks":[],"text":"If you want your team to reach the greatest heights of performance, you must pair competitiveness with another attribute—one almost all  leaders and organizations overlook:"}],"markDefs":[],"style":"normal"},{"_key":"f12660a32a6d","_type":"block","children":[{"_key":"cec5ed633bab0","_type":"span","marks":["em"],"text":"Non"},{"_key":"cec5ed633bab1","_type":"span","marks":[],"text":"-competitiveness."}],"markDefs":[],"style":"normal"},{"_key":"8ec8c55c7d76","_type":"block","children":[{"_key":"aac8ec416b760","_type":"span","marks":[],"text":"Here’s what you need to know:"}],"markDefs":[],"style":"normal"},{"_key":"82132fe29e38","_type":"block","children":[{"_key":"2f2b157cf42c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0e7c0471cf93","_type":"block","children":[{"_key":"add4d4de7bf40","_type":"span","marks":["strong"],"text":"Competitiveness and non-competitiveness complement one another"}],"markDefs":[],"style":"normal"},{"_key":"36bb200c6772","_type":"block","children":[{"_key":"d35f87f110920","_type":"span","marks":[],"text":"Both competitiveness and non-competitiveness are attributes, and they play crucial, complementary roles on teams."}],"markDefs":[],"style":"normal"},{"_key":"6aacc73f6f3c","_type":"block","children":[{"_key":"a6cc361dcd8a0","_type":"span","marks":[],"text":"Competitiveness is the drive or strong desire to be better or more successful than others. The competitive mind constantly strives to figure out the rules and conditions for winning in any given environment. It is an extraordinary asset - when there are specific rules and conditions outlining what it means to win."}],"markDefs":[],"style":"normal"},{"_key":"242cb5d3b272","_type":"block","children":[{"_key":"5bc1fba708d70","_type":"span","marks":[],"text":"Non-competitiveness is the quality of not being inclined towards, or characterized by - competition or rivalry. The non-competitive mind tends to focus on accomplishing a specific goal or objective independent of rules and conditions. This becomes an asset when there aren’t clear metrics of success or when success means bypassing, breaking, or even changing the rules and conditions."}],"markDefs":[],"style":"normal"},{"_key":"4233e51c8112","_type":"block","children":[{"_key":"272be5c90ffa0","_type":"span","marks":[],"text":"Almost every team encounters both kinds of circumstances, and therefore needs both attributes."}],"markDefs":[],"style":"normal"},{"_key":"4187b9cffb05","_type":"block","children":[{"_key":"a28c5836a05f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"01e30e0600e9","_type":"block","children":[{"_key":"34eaec1fcdd40","_type":"span","marks":["strong"],"text":"The Navy SEALs get it"}],"markDefs":[],"style":"normal"},{"_key":"ab961e3b4f1e","_type":"block","children":[{"_key":"426cec10e3ab0","_type":"span","marks":[],"text":"I’ve always scored high in non-competitiveness.  I never been driven by winning or losing (or any competition for that matter).  When I went to SEAL training, I was worried that lacking a competitive drive would be detrimental. But I quickly learned that the SEALs honor both attributes. "}],"markDefs":[],"style":"normal"},{"_key":"f2b176edf68c","_type":"block","children":[{"_key":"a407474a77a20","_type":"span","marks":[],"text":"At the end of SEAL training, there were two awards. One was for Honor Man—it’s the award for the student with the top overall scores in running, swimming, and obstacle courses. The Honor Man award was typically won by a very competitive person."}],"markDefs":[],"style":"normal"},{"_key":"f9c08088c623","_type":"block","children":[{"_key":"a5d96f10edd60","_type":"span","marks":[],"text":"The other award was called Fire in the Gut. It’s for showing grit and perseverance, and it’s voted on by both students and instructors. Often, the winner had some of the lowest scores on the competitive courses, and was typically a non-competitive person."}],"markDefs":[],"style":"normal"},{"_key":"012cfe4b1477","_type":"block","children":[{"_key":"a1da1c7c6a290","_type":"span","marks":[],"text":"The SEALs reward both attributes because both are key. Sometimes on missions you need to strategize according to specific rules of combat or engagement parameters. But other times you’re throwing out the rules, looking for a different way, targeting an objective outside standard operating procedure."}],"markDefs":[],"style":"normal"},{"_key":"39779a1f142f","_type":"block","children":[{"_key":"0e84d4dd32b00","_type":"span","marks":[],"text":"The SEALS—and the rest of us—need "},{"_key":"0e84d4dd32b01","_type":"span","marks":["em"],"text":"both."}],"markDefs":[],"style":"normal"},{"_key":"f6ae293fed09","_type":"block","children":[{"_key":"c6ed8a7f0cf60","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4f26526351d8","_type":"block","children":[{"_key":"9c51990cddc40","_type":"span","marks":["strong"],"text":"Finite and infinite games in business"}],"markDefs":[],"style":"normal"},{"_key":"201b1f90684e","_type":"block","children":[{"_key":"75ac5037455a0","_type":"span","marks":[],"text":"My friend Simon Sinek describes business (and life in general) as being made up of both finite and infinite games."}],"markDefs":[],"style":"normal"},{"_key":"a62d69a5552e","_type":"block","children":[{"_key":"671dc2d563010","_type":"span","marks":[],"text":"Finite games have fixed rules and conditions, known players, and the objective is to win. They’re where competitive people excel."}],"markDefs":[],"style":"normal"},{"_key":"53fca21053c4","_type":"block","children":[{"_key":"6a0f4b58b7270","_type":"span","marks":[],"text":"Infinite games, on the other hand, have no rules, players enter and exit when they want, and the objective is to perpetuate the game. They’re where non-competitive people excel."}],"markDefs":[],"style":"normal"},{"_key":"ac87f1f51a54","_type":"block","children":[{"_key":"3b5cca9a82e20","_type":"span","marks":[],"text":"Business is, in fact,  an infinite game - within which there are many finite games."}],"markDefs":[],"style":"normal"},{"_key":"9dd8cd8d58b8","_type":"block","children":[{"_key":"6305b1ae78350","_type":"span","marks":[],"text":"As such, balancing competitiveness and non-competitiveness is particularly crucial for optimizing your team’s performance."}],"markDefs":[],"style":"normal"},{"_key":"38bb2ce5897d","_type":"block","children":[{"_key":"d1d52e4571e60","_type":"span","marks":[],"text":"Consider innovation. "},{"_key":"58db0974e8c81","_type":"span","marks":["em"],"text":"Incremental innovation "},{"_key":"58db0974e8c82","_type":"span","marks":[],"text":"requires finite game (competitive) thinking: current strategies or technologies are developed into stronger, faster, or more efficient versions. On the other hand, "},{"_key":"58db0974e8c83","_type":"span","marks":["em"],"text":"Transformational innovation "},{"_key":"58db0974e8c84","_type":"span","marks":[],"text":"happens when current models are revolutionized or replaced, it requires infinite game (non-competitive) thinking.  So for your team to be the leader in innovation, you must"},{"_key":"58db0974e8c85","_type":"span","marks":["em"],"text":" "},{"_key":"58db0974e8c86","_type":"span","marks":[],"text":"excel at both."}],"markDefs":[],"style":"normal"},{"_key":"845ef5489914","_type":"block","children":[{"_key":"b435bd2720bd0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0915402f3b6f","_type":"block","children":[{"_key":"c49b5039dea20","_type":"span","marks":["strong"],"text":"High-performing teams toggle"}],"markDefs":[],"style":"normal"},{"_key":"1eacfd4510b0","_type":"block","children":[{"_key":"e6f53d38b6600","_type":"span","marks":[],"text":"High-performing teams do what I call “dynamically  subordinate.” Members step up when their unique attributes are called for, and they step back when others are better suited to a task."}],"markDefs":[],"style":"normal"},{"_key":"f1d102607a4c","_type":"block","children":[{"_key":"83a08e688bf70","_type":"span","marks":[],"text":"These teams seamlessly toggle between competitive and non-competitive modes, and therefore deftly play both finite and infinite games. This gives them a powerful advantage over those myopically competitive teams: greater adaptability to a wider variety of circumstances—a necessity in today’s uncertain world. "}],"markDefs":[],"style":"normal"},{"_key":"418ecb10a0a5","_type":"block","children":[{"_key":"79daedb04a4e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e6ceb5b2c913","_type":"block","children":[{"_key":"70fb6c95d732","_type":"span","marks":["strong"],"text":"Triumphing with the attributes"}],"markDefs":[],"style":"normal"},{"_key":"9956fe70b9ce","_type":"block","children":[{"_key":"9844c1a27e2f0","_type":"span","marks":[],"text":"The attributes are key to optimal performance. Whether it’s strategically balancing competitiveness and non-competitiveness—or any of the other attributes—understanding them, and how they interact with each other to create superior performance will take your team to the next level."}],"markDefs":[],"style":"normal"},{"_key":"fc774c49a357","_type":"block","children":[{"_key":"42ff539b1e7e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c9eebeb99b98","_type":"block","children":[{"_key":"3bbe63a1f77e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"90a2a14fc4ff","_type":"contentEditorSpacer","height":100},{"_key":"c3b2e0e4bd9e","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"045450402bdd","_type":"block","children":[{"_key":"86c4b872f7db","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2023-05-09","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"f976eca4bb91","_type":"block","children":[{"_key":"6856d2202c2f","_type":"span","marks":[],"text":"Most people believe that competitiveness is necessary for high performing teams. This is true - but it's not the whole truth.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-1b0f3b92fc6ca2f7aca9f5ede314f0b4c27902e0-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"918916b52b38","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"},{"_key":"e05395b086b7","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"},{"_key":"4a3b3dcb45be","_ref":"ea751e6d-2a5e-4141-acc3-8dcd92c4cf7c","_type":"reference"}],"seo":{"_type":"seo","description":"How top-performing teams balance competitiveness and non-competitiveness to unlock extraordinary potential. Explore insights now!","title":"Unlock Potential: Why Top Teams Balance Competitiveness/Non-Competitiveness"},"shortDesc":"Most people believe that competitiveness is necessary for high-performing teams. This is true - but it's not the whole truth.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-highest-performing-teams-don-t-prioritize-competitiveness"},"socialSharing":{"desc":"Most people believe that competitiveness is necessary for high performing teams. This is true - but it's not the whole truth.","image":{"_type":"image","asset":{"_ref":"image-550ee77fc1fbb4b0083416ca05fde31146a2e221-1000x667-png","_type":"reference"}},"title":"The Highest Performing Teams Don’t Prioritize Competitiveness"},"title":"The Highest Performing Teams Don’t Prioritize Competitiveness","top_banner":null},{"_id":"14c431bd-ccb9-42e7-aa21-c7627f9264c3","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a9b8fd626947","_type":"block","children":[{"_key":"5b2c649a21fd","_type":"span","marks":[],"text":"Every year, about a thousand young men enroll in the Navy’s Basic Underwater Demolition/SEAL training program. Most of them, about seventy-five percent in the best years, fail or drop out, and usually during the fifth week. Why then? Because the fifth week is the infamous Hell Week, and it’s called that for good reason."}],"markDefs":[],"style":"normal"},{"_key":"b67b1f921859","_type":"block","children":[{"_key":"b724644727960","_type":"span","marks":[],"text":"I know because I went through it in 1996, and then served the next twenty years as an officer in the SEAL Teams. During Hell Week, candidates carry heavy rubber boats on their heads everywhere they go, work out with three-hundred-pound telephone poles, sit in freezing surf for hours on end, and sleep for a total of three hours over the course of five days. The instructors push students to their physical and mental limits—and that’s the point. Hell Week is deliberately disorienting and exhausting because it’s designed to answer one question: Do these candidates have what it takes to be Navy SEALs?"}],"markDefs":[],"style":"normal"},{"_key":"9e824520f87f","_type":"block","children":[{"_key":"bc52f8fbf6a10","_type":"span","marks":[],"text":"For most of us, the COVID-19 pandemic was both disorienting and exhausting, too. While it probably wasn’t as physically intense, the year has been wrought with anxiety, fear, uncertainty, and stress. COVID-19 was one of the most obvious culprits; none of us anticipated just how much it would disrupt our way of life. Most of us, within a matter of a day or two, were thrown into a total shut down, ordered to stay at home, with no hint as to how long. Work and school suddenly paused, essential items like toilet paper went maddeningly scarce, and there was a real lack of information about how serious or deadly the virus really was. Some of us lost jobs. Many of us lost loved ones. Almost all of us lost our certainty about the future.\n"}],"markDefs":[],"style":"normal"},{"_key":"81890a053c79","_type":"block","children":[{"_key":"51aa844cec560","_type":"span","marks":[],"text":"Unlike Hell Week, though, none of us volunteered for the madness of those two years. None of us had the option of “ringing the bell,” the way candidates who quit Hell Week do. We had to keep going through tough times that pushed all of us to our limits in one way or another."}],"markDefs":[],"style":"normal"},{"_key":"85342fe54b88","_type":"block","children":[{"_key":"3320155853620","_type":"span","marks":[],"text":"But like the candidates who make it through Hell Week, we all also learned something about the ways we perform under stress, maybe without even realizing that we did."}],"markDefs":[],"style":"normal"},{"_key":"17ee1b31359d","_type":"block","children":[{"_key":"28eb5adfba210","_type":"span","marks":[],"text":"Those who make it through Hell Week aren’t necessarily the strongest, the smartest, or the most skilled. There is no set of habits or skills one can adopt to carry heavy boats or suffer through surf torture. Instead, Hell Week is designed to tease out those intrinsic, often hidden qualities in each of us that I call our attributes. In times of stress and uncertainty, when things are going sideways and the world seems crazy, when there is no blueprint for success, these attributes often become more important than our learned skills and habits."}],"markDefs":[],"style":"normal"},{"_key":"ead858d8354a","_type":"block","children":[{"_key":"4b86ebee149a0","_type":"span","marks":[],"text":"Habits and skills are learned. No one is born, for example, with the ability to throw or type or ride a bike. We learn to do those things, either by being taught or by observing someone else. Skills tell us what to do in specific situations and environments that we already know. Wield a hammer, ride a bike, throw a ball—those are deliberate ways to accomplish specific objectives. Because we can see how well someone rides a bike or throws a ball, skills are easy to assess, measure, and test."}],"markDefs":[],"style":"normal"},{"_key":"0c027bb828a3","_type":"block","children":[{"_key":"01f2f11005000","_type":"span","marks":[],"text":"Attributes, on the other hand, are built into who we are. Unlike skills, they are qualities that can be seen in very young children. The Montessori Method, for example, recognizes and capitalizes on some of these attributes in preschoolers to enhance learning.  Qualities such as adaptability, self-reliance, and courage are teased out and developed through specific styles of education. Think of attributes as the code running in the background of our own personal operating systems: We each have inherent, and individualized, levels of attributes like patience, adaptability, and open-mindedness that continually inform our behavior. Our levels of resilience and perseverance aren’t going to tell us how to ride a bike, but they will definitely affect how we behave when we are lost or fall off the bike a dozen times."}],"markDefs":[],"style":"normal"},{"_key":"bbb14493a032","_type":"block","children":[{"_key":"495eb144990c0","_type":"span","marks":[],"text":"While attributes can be developed over time, they aren’t learned in the same way as skills. You can’t sit someone down and teach them how to be patient or adaptable, for example. Development of attributes must be self-directed. It requires self-assessment and focus, and often a conscious effort to change a natural inclination.  Finally, because your attributes are running in the background, they are difficult to assess, measure, and test. But to the trained eye, they show up most viscerally during times of stress, challenge, and uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"40a6865150b4","_type":"block","children":[{"_key":"c9624ae515540","_type":"span","marks":[],"text":"2020 and 2021 were “Hell Years” for many of us. We all had the opportunity to discover our attributes—which ones we have a lot of, which ones we’re a bit short on, and which ones we never even knew we had. I have identified twenty-five attributes for optimal performance that make up your grit, mental acuity, drive, leadership and teamability during stressful and uncertain times. Nearly all of them got a workout this year."}],"markDefs":[],"style":"normal"},{"_key":"371f3dbacc29","_type":"block","children":[{"_key":"5eee5abdf4a2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a7320870e6f8","_type":"block","children":[{"_key":"05f8689d9ef3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"173fc7f06ccb","_type":"contentEditorSpacer","height":80},{"_key":"9055f0b7cbf8","_type":"block","children":[{"_key":"2c89a10ae284","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b11d6f67201b","_type":"downloadBlockWithBookImage","description":"Get the first chapter of The Attributes today and discover what your attributes are and how to use them to your advantage.","title":"Download the first chapter for free!"},{"_key":"3f819341ea65","_type":"block","children":[{"_key":"2190f4ce055b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3a197b52d2fd","_type":"contentEditorSpacer","height":100},{"_key":"41dd371caff5","_type":"block","children":[{"_key":"53005f7c29340","_type":"span","marks":[],"text":"Let’s take Task Switching for example, which is commonly conflated with multitasking.  Most people believe they can multitask very well.  In a famous study from the University of Utah, a remarkably confident 70 percent of participants thought that they were above average in their ability to do multiple things at once. "}],"markDefs":[],"style":"normal"},{"_key":"3571f4fa4516","_type":"block","children":[{"_key":"b1c726c00b0a","_type":"span","marks":[],"text":"However, that same study revealed that when people try and do several things at once, a full 98 percent gets worse at each individual task. This is because when it comes to things that we need to pay attention to; our brains aren’t set up to focus on multiple things at the same time. "}],"markDefs":[],"style":"normal"},{"_key":"19da930aa3ee","_type":"block","children":[{"_key":"08aa291f9895","_type":"span","marks":[],"text":"Task switching is our ability to effectively and efficiently switch focus between distinct things that we have to pay attention to.  Some of us are wired to do this pretty easily, for others it’s quite difficult.  With the onset of COVID-19 and quarantines and stay-at-home orders, however, all of us got a hefty workout in task switching. One moment we were conducting a business meeting, and the next we were helping our kids learn math, and then making lunch. The pandemic's challenge, uncertainty, and stress brought our task switching to the fore, and whether you were high or low on the scale – we all got the chance to develop it."}],"markDefs":[],"style":"normal"},{"_key":"7dfe7d088e93","_type":"block","children":[{"_key":"2b74a3b424680","_type":"span","marks":[],"text":"How about adaptability? Did you shift immediately and seamlessly into working from home and conducting all of your meetings digitally? Or perhaps the “new normal” of social distancing, masks, and online grocery shopping was tough for you to get used to. Your answer to both speaks to where you fall on the scale as COVID-19 forced us to continually adapt."}],"markDefs":[],"style":"normal"},{"_key":"4599df148854","_type":"block","children":[{"_key":"a0a4e0b90fb60","_type":"span","marks":[],"text":"And if throughout the whole ordeal, regardless of how bad it got, you still found yourself with the ability to laugh at the insanity of it all, then you probably have an abundance of humor – which you likely found helped manage anxiety. Why? Because laughing releases a powerful cocktail of neurotransmitters and hormones that reward us (dopamine), mask physical pain (endorphins), and create bonds (oxytocin). For those of us who were able to, we developed the ability to consistently “find the funny” and get through tough times.\n"}],"markDefs":[],"style":"normal"},{"_key":"166ee9ff4fa1","_type":"block","children":[{"_key":"00f89af154290","_type":"span","marks":[],"text":"What this means is that, whether it feels like it or not, you are heading into 2022 in much better shape. You’ve navigated a challenge that hasn’t been thrust on humanity in several decades. Next year might be better for some. It might be worse for others. But using this time to do a self-assessment of which parts were more difficult to get through and which were easier, where you felt the most uncomfortable and the most at ease, will offer clues to how you will handle stress and uncertainty at work, at home, in relationships, and in teams moving forward. "}],"markDefs":[],"style":"normal"},{"_key":"50129632d6a8","_type":"block","children":[{"_key":"74ae13edf5bc","_type":"span","marks":[],"text":"Knowing and understanding these attributes is a critical first step to a better tomorrow. Developing them takes challenge and uncertainty. Which means, thanks to those Hell Years, you’re already more prepared than you think to master whatever comes your way in 2022."}],"markDefs":[],"style":"normal"},{"_key":"10489eb2bddc","_type":"block","children":[{"_key":"baee961580be","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9c6d61f3ada1","_type":"block","children":[{"_key":"4b5c6388bd24","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a2a0e8aa71da","_type":"contentEditorSpacer","height":100},{"_key":"6acb972ccacb","_type":"block","children":[{"_key":"4c1f160c1d5b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"054ef6f5d7a6","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-01-03","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"08e73f0341ef","_type":"block","children":[{"_key":"f735f5c8b16b","_type":"span","marks":[],"text":"Every year, about a thousand young men enroll in the Navy’s Basic Underwater Demolition/SEAL training program. Most of them, about seventy-five percent in the best years, fail or drop out, and usually during the fifth week. Why then? Because the fifth week is the infamous Hell Week, and it’s called that for good reason."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-43521a9ebd14a2990017f8f6602c6fc4d71dc09b-2880x550-png","_type":"reference"}},"hideBlog":true,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"e64cf6dd273b","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"94c15e31181c","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"},{"_key":"6f8bb9c322f0","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"}],"seo":null,"shortDesc":"Every year, about a thousand young men enroll in the Navy’s Basic Underwater Demolition/SEAL training program.","showAssessmentTool":null,"slug":{"_type":"slug","current":"what-covid-19-taught-us"},"socialSharing":{"desc":"Every year, about a thousand young men enroll in the Navy’s Basic Underwater Demolition/SEAL training program. Most of them, about seventy-five percent in the best years, fail or drop out, and usually during the fifth week. Why then? Because the fifth week is the infamous Hell Week, and it’s called that for good reason.","image":{"_type":"image","asset":{"_ref":"image-469f3ceb9b999c6ef36eeac88df25309bc53da85-1000x667-png","_type":"reference"}},"title":"What 2020 taught us about ourselves, and how we can master 2021"},"title":"What COVID-19 Taught Us About Ourselves, And How We Can Master 2022","top_banner":null},{"_id":"1b0ca1eb-99da-49ad-a4b8-150d92323bba","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"0716d264802b","_type":"block","children":[{"_key":"183a2684fecc","_type":"span","marks":[],"text":"Every leadership team has them."}],"markDefs":[],"style":"normal"},{"_key":"d18b1eb8544e","_type":"block","children":[{"_key":"6693756b892f0","_type":"span","marks":[],"text":"The person who wants one more data point. One more meeting. One more layer of context before committing. The individual who sees every angle, every downstream implication, every unintended consequence — and therefore hesitates."}],"markDefs":[],"style":"normal"},{"_key":"5f6357069a47","_type":"block","children":[{"_key":"82d0f9c9fc900","_type":"span","marks":[],"text":"Sometimes that person is on your team."}],"markDefs":[],"style":"normal"},{"_key":"6162bd03e740","_type":"block","children":[{"_key":"5e0c608f436b0","_type":"span","marks":[],"text":"Sometimes that person is you."}],"markDefs":[],"style":"normal"},{"_key":"e0b223f54eb7","_type":"block","children":[{"_key":"4292367419580","_type":"span","marks":[],"text":"Before we label it indecision, weakness, or lack of confidence, we need to look at it through a more accurate lens: wiring."}],"markDefs":[],"style":"normal"},{"_key":"8a2d96ae5a24","_type":"block","children":[{"_key":"a0f018279ed10","_type":"span","marks":[],"text":"From an Attributes perspective, difficulty with decision-making is rarely about intelligence or capability. In fact, it often shows up in highly capable people. The challenge lies in the combination of certain attributes — specifically, high Discernment and high Patience — paired with lower Decisiveness."}],"markDefs":[],"style":"normal"},{"_key":"77efccf7089f","_type":"block","children":[{"_key":"efb268b20d6f0","_type":"span","marks":[],"text":"And when those stack in a particular way, action slows."}],"markDefs":[],"style":"normal"},{"_key":"d6af9db784c5","_type":"block","children":[{"_key":"03cadcac9e040","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"2245155b9374","_type":"block","children":[{"_key":"5cef6f34445f0","_type":"span","marks":[],"text":"The Discernment Trap: Seeing Too Much"}],"markDefs":[],"style":"headline"},{"_key":"2877315ab456","_type":"block","children":[{"_key":"67d8859107e80","_type":"span","marks":[],"text":"Discernment is the ability to analyze information, spot patterns, and detect nuance. High-Discernment individuals are often the smartest voices in the room when it comes to complexity. They see second- and third-order effects. They anticipate risks others miss."}],"markDefs":[],"style":"normal"},{"_key":"3c77d3e696a7","_type":"block","children":[{"_key":"f902710a940e0","_type":"span","marks":[],"text":"But here’s the tension: when you see more variables, the decision tree expands."}],"markDefs":[],"style":"normal"},{"_key":"b61c4fa9081c","_type":"block","children":[{"_key":"256196180be00","_type":"span","marks":[],"text":"A high-Discernment leader doesn’t just see Option A and Option B. They see A1, A2, A3, B1, B2, and the potential ripple effects of each. Their brain is constantly running simulations. That’s a gift — until it becomes a bottleneck."}],"markDefs":[],"style":"normal"},{"_key":"757002df2fe6","_type":"block","children":[{"_key":"1acce4815da00","_type":"span","marks":[],"text":"If then Decisiveness — the innate comfort with committing despite incomplete information — is lower in their wiring, the result is analysis without closure. The brain keeps searching for the final piece that will make the choice obvious."}],"markDefs":[],"style":"normal"},{"_key":"939c2aa5f281","_type":"block","children":[{"_key":"6cc98e6fe84f0","_type":"span","marks":[],"text":"That piece rarely comes."}],"markDefs":[],"style":"normal"},{"_key":"475c341f18b4","_type":"block","children":[{"_key":"457fc41f6df90","_type":"span","marks":[],"text":"In volatile environments, waiting for complete clarity is often indistinguishable from avoidance."}],"markDefs":[],"style":"normal"},{"_key":"76b663e633af","_type":"block","children":[{"_key":"36057be716b0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"a00ca3c1b3cb","_type":"block","children":[{"_key":"5bf201fbaee20","_type":"span","marks":[],"text":"Patience: Strength That Can Slow Momentum"}],"markDefs":[],"style":"headline"},{"_key":"cc2173d11c9e","_type":"block","children":[{"_key":"a1af0b83dfaa0","_type":"span","marks":[],"text":"Patience is often celebrated as a leadership virtue, and rightly so. High-Patience individuals tolerate delays, absorb friction, and resist impulsive reactions. They are not easily rushed by pressure."}],"markDefs":[],"style":"normal"},{"_key":"59540be938e5","_type":"block","children":[{"_key":"ea044ccae9bf0","_type":"span","marks":[],"text":"But when Patience combines with high Discernment and lower Decisiveness, delay can start to masquerade as prudence."}],"markDefs":[],"style":"normal"},{"_key":"f5fcb4fa2eeb","_type":"block","children":[{"_key":"02169c5264120","_type":"span","marks":[],"text":"A high-Patience leader can comfortably sit in ambiguity longer than most. They are not distressed by the absence of immediate resolution. That steadiness can be powerful in crisis. However, in fast-moving environments, excessive tolerance for waiting can stall momentum."}],"markDefs":[],"style":"normal"},{"_key":"53159ecb56d5","_type":"block","children":[{"_key":"3a4b0a3e97a70","_type":"span","marks":[],"text":"The decision feels like it can wait. And then it waits too long."}],"markDefs":[],"style":"normal"},{"_key":"65d9394762e3","_type":"block","children":[{"_key":"101aad463a050","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"7dc79446df78","_type":"block","children":[{"_key":"6942228d8ba40","_type":"span","marks":[],"text":"When You See It in Yourself"}],"markDefs":[],"style":"headline"},{"_key":"d5a4d55df338","_type":"block","children":[{"_key":"f3bfa26f4a1a0","_type":"span","marks":[],"text":"If you are a manager who recognizes this pattern in yourself, the first step is to remove judgment. This is wiring, not character. You are likely strong in analysis, contextual awareness, and thoughtful consideration — all critical leadership traits."}],"markDefs":[],"style":"normal"},{"_key":"98138ef1d7ff","_type":"block","children":[{"_key":"215ff4007cc50","_type":"span","marks":[],"text":"The adjustment is not to suppress those strengths but to build decision triggers around them."}],"markDefs":[],"style":"normal"},{"_key":"9770c2b76cc5","_type":"block","children":[{"_key":"d3919d7e7d3e0","_type":"span","marks":[],"text":"For example, define in advance how much information is “enough.” Set temporal boundaries on analysis. Decide that after two data cycles, you will commit. Create artificial deadlines that force movement before comfort fully arrives."}],"markDefs":[],"style":"normal"},{"_key":"daee27cde95f","_type":"block","children":[{"_key":"360ee19e48790","_type":"span","marks":[],"text":"You are not trying to eliminate nuance. You are preventing nuance from owning you."}],"markDefs":[],"style":"normal"},{"_key":"81f27ea95f70","_type":"block","children":[{"_key":"72dff9d7a3300","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"b5bd80c4ed3e","_type":"block","children":[{"_key":"f7d8885ac23c0","_type":"span","marks":[],"text":"When You See It in Your Team"}],"markDefs":[],"style":"headline"},{"_key":"3a6f6cd31b56","_type":"block","children":[{"_key":"5ece85c299070","_type":"span","marks":[],"text":"If you notice this pattern in a team member, resist the urge to label them indecisive. Instead, recognize what may be happening under the surface."}],"markDefs":[],"style":"normal"},{"_key":"72d4194a77b0","_type":"block","children":[{"_key":"b74d18a5bc520","_type":"span","marks":[],"text":"They may be trying to see every angle before exposing the organization to risk. They may be attempting to protect people from unintended consequences. They may be waiting for contextual stability that will never fully arrive."}],"markDefs":[],"style":"normal"},{"_key":"7edea5a9d77a","_type":"block","children":[{"_key":"c2adad261d190","_type":"span","marks":[],"text":"Your role is to provide structure."}],"markDefs":[],"style":"normal"},{"_key":"10c1b8bc7c99","_type":"block","children":[{"_key":"3bacfc38fe660","_type":"span","marks":[],"text":"Clarify decision rights. Define acceptable risk levels. Reduce the consequence field by stating explicitly what happens if the decision proves imperfect. Often, hesitation shrinks when the perceived penalty for being wrong shrinks."}],"markDefs":[],"style":"normal"},{"_key":"a3a1c3eaaf40","_type":"block","children":[{"_key":"0d4ec72935760","_type":"span","marks":[],"text":"You can also pair high-Discernment individuals with those wired higher in Decisiveness. One sees depth; the other drives closure. When structured properly, that tension produces strong decisions without paralysis."}],"markDefs":[],"style":"normal"},{"_key":"50dbd110e98b","_type":"block","children":[{"_key":"a47a99ae7a5a0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"0e8540aee280","_type":"block","children":[{"_key":"329978db86ac0","_type":"span","marks":[],"text":"Decision-Making Is a Wiring Conversation"}],"markDefs":[],"style":"headline"},{"_key":"e8c1cf5dfac5","_type":"block","children":[{"_key":"c262a150c7440","_type":"span","marks":[],"text":"We often treat decision-making as a skill problem. It is more often an attribute balance issue."}],"markDefs":[],"style":"normal"},{"_key":"770dabff0f61","_type":"block","children":[{"_key":"ac2329e964e90","_type":"span","marks":[],"text":"High Discernment without Decisiveness leads to analysis loops. High Patience without urgency leads to drift."}],"markDefs":[],"style":"normal"},{"_key":"28fe4677e10d","_type":"block","children":[{"_key":"3b4e7ce45e9b0","_type":"span","marks":[],"text":"These are not flaws. They are simply unbalanced combinations under pressure."}],"markDefs":[],"style":"normal"},{"_key":"016e6aba8d4a","_type":"block","children":[{"_key":"2c27a5cc71a00","_type":"span","marks":[],"text":"The goal for leaders is not to rewire themselves or their teams. It is to understand the wiring in play and create systems that compensate where necessary. In uncertain environments, speed matters. But so does thoughtfulness. The art is not choosing one over the other — it is calibrating them."}],"markDefs":[],"style":"normal"},{"_key":"4bd88940c9f4","_type":"block","children":[{"_key":"f8e4a40e90280","_type":"span","marks":[],"text":"Because at the end of the day, leadership is not about waiting for perfect clarity."}],"markDefs":[],"style":"normal"},{"_key":"1456e8504965","_type":"block","children":[{"_key":"d86ab004a84b0","_type":"span","marks":[],"text":"It is about committing responsibly before it arrives."}],"markDefs":[],"style":"normal"},{"_key":"a72a47689309","_type":"contentEditorSpacer","height":100},{"_key":"57c4a865bb35","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"a55f04b89fcb","_type":"block","children":[{"_key":"c7892149a6450","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2026-03-23","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"f6a5f3887143","_type":"block","children":[{"_key":"c398a610caab","_type":"span","marks":[],"text":"Some people don’t struggle with decisions because they lack capability—but because they see too much. The more angles, risks, and variables they process, the harder it becomes to commit. What looks like hesitation is often a wiring issue, not a performance issue. And if leaders misread it, they risk slowing the entire system down. The solution isn’t to force faster decisions; it’s to understand the balance underneath them. Read the full article to learn how to turn analysis into action."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-45e852429702075b472773481ea604d648c628cb-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"6ebfa64ae923","_ref":"9b0c66d4-cfc6-4c84-b893-aac76a5d88bf","_type":"reference"},{"_key":"6726a7679a3e","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"84143e5f2dbe","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"}],"seo":{"_type":"seo","description":"Some people don’t struggle with decisions because they lack capability—but because they see too much. The more angles, risks, and variables they process, the harder it becomes to commit. What looks like hesitation is often a wiring issue, not a performance issue. And if leaders misread it, they risk slowing the entire system down. The solution isn’t to force faster decisions; it’s to understand the balance underneath them. Read the full article to learn how to turn analysis into action","title":"Why Some People Struggle to Make Decisions — And What Leaders Need to Understand About It"},"shortDesc":"Some people don’t struggle with decisions because they lack capability—but because they see too much. The more angles, risks, and variables they process, the harder it becomes to commit. What looks like hesitation is often a wiring issue, not a performance issue. And if leaders misread it, they risk slowing the entire system down. The solution isn’t to force faster decisions; it’s to understand the balance underneath them. Read the full article to learn how to turn analysis into action.","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-some-people-struggle-to-make-decisions-and-what-leaders-need-to-understand-about-it"},"socialSharing":{"desc":"Some people don’t struggle with decisions because they lack capability—but because they see too much. The more angles, risks, and variables they process, the harder it becomes to commit. What looks like hesitation is often a wiring issue, not a performance issue. And if leaders misread it, they risk slowing the entire system down. The solution isn’t to force faster decisions; it’s to understand the balance underneath them. Read the full article to learn how to turn analysis into action","image":{"_type":"image","asset":{"_ref":"image-9c992730c4458081c58a2820de976e6577c7fa99-1000x667-png","_type":"reference"}},"title":"Why Some People Struggle to Make Decisions — And What Leaders Need to Understand About It"},"title":"Why Some People Struggle to Make Decisions — And What Leaders Need to Understand About It","top_banner":null},{"_id":"1b4b5e89-0c07-4580-adca-8cb475381d21","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"cd4414805e32","_type":"block","children":[{"_key":"0c64c66a5b29","_type":"span","marks":["em"],"text":"“A system is never the sum of its parts; it’s the product of their interaction.” - Russell Ackoff."}],"markDefs":[],"style":"normal"},{"_key":"038a38477982","_type":"block","children":[{"_key":"343a4770d00c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f3256929e92e","_type":"block","children":[{"_key":"5073a77570230","_type":"span","marks":[],"text":"The same goes for a team."}],"markDefs":[],"style":"normal"},{"_key":"e40f31ce453a","_type":"block","children":[{"_key":"a388cf3a53420","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"faf284f0687d","_type":"block","children":[{"_key":"f8de57dd9c390","_type":"span","marks":[],"text":"Building your dream team is more akin to crafting a gourmet dish than assembling a set of high-end kitchen tools. Many assume the recipe for an unbeatable team starts with gathering the top performers from each domain—be it the top sales rep, the best marketer, or the #1  engineer—and expecting this ensemble to naturally synthesize into the ultimate unit. This approach, while intuitively appealing, overlooks a critical aspect of team dynamics: the chemistry of attributes vs. the mere compilation of skills."}],"markDefs":[],"style":"normal"},{"_key":"09a1cc3e6229","_type":"block","children":[{"_key":"8d89c2b543d90","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6cfc50723145","_type":"block","children":[{"_key":"3e881fe35d790","_type":"span","marks":[],"text":"The Dream Team Paradox unveils the oversight many leaders and organizations make when they form teams based on individual skills rather than on how the individuals work together, particularly during uncertainty, challenge, and stress. Skills tell us "},{"_key":"3e881fe35d791","_type":"span","marks":["em"],"text":"what"},{"_key":"3e881fe35d792","_type":"span","marks":[],"text":" someone can do, but attributes reveal "},{"_key":"3e881fe35d793","_type":"span","marks":["em"],"text":"how"},{"_key":"3e881fe35d794","_type":"span","marks":[],"text":" they do it—especially under pressure."}],"markDefs":[],"style":"normal"},{"_key":"554198a6e7f3","_type":"block","children":[{"_key":"6d02a687d5640","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f78e81da03f2","_type":"block","children":[{"_key":"44e105d8ec4f0","_type":"span","marks":[],"text":"Consider the star sales rep, whose optimal performance might be nurtured under the wing of an encouraging manager, or the visionary engineer whose creativity is sparked by the playful banter with colleagues. When extracted from their natural habitat and placed in a new conglomerate, the transposition of their \"best\" status to this fresh context is anything but guaranteed."}],"markDefs":[],"style":"normal"},{"_key":"b65abde90478","_type":"block","children":[{"_key":"915555056f6c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2d4d89248c48","_type":"block","children":[{"_key":"c4dfa2e352b20","_type":"span","marks":[],"text":"The ideal composition of a dream team transcends the aggregation of top performers. For instance, a team saturated with individuals who are always “the best” might morph into a cacophony of egos, each vying for dominance rather than harmony."}],"markDefs":[],"style":"normal"},{"_key":"c09645e2a775","_type":"block","children":[{"_key":"05bb45e9a0980","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6208cdfb1b18","_type":"block","children":[{"_key":"598646f625b80","_type":"span","marks":[],"text":"Crafting a team is a delicate balance between understanding not just the desired destination but also the most cohesive and effective journey there. In the fast-paced start-up world, having a team of individuals who are high on competitiveness and low on patience may be a formula for success. In contrast, the more measured pace of traditional corporate environments might benefit from a blend of attributes like patience, adaptability, and collaboration."}],"markDefs":[],"style":"normal"},{"_key":"65ca51cf9c98","_type":"block","children":[{"_key":"970e3b0a89960","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f86e19dcb708","_type":"block","children":[{"_key":"3d35e8e7a9220","_type":"span","marks":[],"text":"The essence of assembling a dream team lies not in the simplistic 1:1 translation of individual skills into collective success but in the art of matching the unique puzzle pieces of human attributes. It's about recognizing that the best teams are not merely collections of the best individual players but ensembles where the sum is greater than its parts, thanks to the harmonious interplay of diverse yet complementary attributes."}],"markDefs":[],"style":"normal"},{"_key":"1f5c0db7a3b4","_type":"block","children":[{"_key":"467a6bbf545f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f972c029790f","_type":"block","children":[{"_key":"618fc1cd10520","_type":"span","marks":[],"text":"In navigating the dream team paradox, the savvy leader looks beyond the resume to the person, beyond the skill to the attribute, crafting a team not just for the challenges of today but for the unknowns of tomorrow. It's a journey of discovery, where the ultimate prize is a team that not only achieves its goals but grows stronger, more cohesive, and more adaptable with every challenge faced."}],"markDefs":[],"style":"normal"},{"_key":"b10427115d16","_type":"block","children":[{"_key":"56e497bf9c400","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"e1a75e41aca4","_type":"block","children":[{"_key":"8d10b3172b070","_type":"span","marks":["strong"],"text":"How To Do It:"}],"markDefs":[],"style":"normal"},{"_key":"7dd076bd9129","_type":"block","children":[{"_key":"5ed955d4f9370","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"554b3667ae6c","_type":"block","children":[{"_key":"cf47531af7a10","_type":"span","marks":[],"text":"It’s simple - but not necessarily easy."}],"markDefs":[],"style":"normal"},{"_key":"b512f49afb9f","_type":"block","children":[{"_key":"6fb66f5075b4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dcb69b00c83c","_type":"block","children":[{"_key":"19ff0b3aeda0","_type":"span","marks":["strong"],"text":"1. Discover and understand the primary attributes that your team requires. "}],"markDefs":[],"style":"normal"},{"_key":"dea1c777dd9b","_type":"block","children":[{"_key":"0bea5b1df8cc1","_type":"span","marks":[],"text":"This will be unique to your team. The list of attributes that make a great Navy SEAL team is going to look different from the list that makes a great accounting team or sales team. If you don’t seek to understand what your team’s list is, you’ll be shooting in the dark when trying to build it (or make it better)."},{"_key":"0b65a9a63f7b0","_type":"span","marks":["strong"],"text":" "}],"markDefs":[{"_key":"5acb9d822635","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"68482cf6d354","_type":"block","children":[{"_key":"791f7222f333","_type":"span","marks":[],"text":""}],"markDefs":[{"_key":"5acb9d822635","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"54d67c9a112e","_type":"block","children":[{"_key":"d624ebab0dca","_type":"span","marks":["strong"],"text":"2. Start assessing and selecting team members who have the attributes you are looking for."},{"_key":"0b65a9a63f7b1","_type":"span","marks":[],"text":" "}],"markDefs":[{"_key":"5acb9d822635","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"20a6750c5897","_type":"block","children":[{"_key":"6188385e593d","_type":"span","marks":[],"text":"You can do this in a couple of ways. One is to have people take our "},{"_key":"0b65a9a63f7b2","_type":"span","marks":["5acb9d822635"],"text":"Attributes Assessment"},{"_key":"0b65a9a63f7b3","_type":"span","marks":[],"text":" - this provides at least a snapshot of where individuals lie on the scale for each attribute. The next thing would be to modify your selection/hiring process so that you are looking for attributes, not just skills. Adding some stress and uncertainty into an interview or experiential process will allow these attributes to show themselves."},{"_key":"141ff592972e0","_type":"span","marks":["strong"],"text":" "}],"markDefs":[{"_key":"5acb9d822635","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"489c838e8b0c","_type":"block","children":[{"_key":"9c92e9b7c8e4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e6257f018cc2","_type":"block","children":[{"_key":"f0d1015a0e0e","_type":"span","marks":["strong"],"text":"3. Evaluate performance based on attributes."},{"_key":"141ff592972e1","_type":"span","marks":[],"text":" "}],"markDefs":[],"style":"normal"},{"_key":"ad310e42f49a","_type":"block","children":[{"_key":"e426adf40fdd","_type":"span","marks":[],"text":"Sometimes, low performance in a role has less to do with competence and more to do with a bad attribute fit. Understanding how each team member’s attributes affect their performance allows for rapid adjustment rather than just firing (which can be time consuming and painful)."}],"markDefs":[],"style":"normal"},{"_key":"2a27e9008839","_type":"block","children":[{"_key":"f4449d3b3cae","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1d96c9c06c50","_type":"block","children":[{"_key":"802bef4612eb0","_type":"span","marks":[],"text":"Check out our "},{"_key":"802bef4612eb1","_type":"span","marks":["f626b5bc82a1"],"text":"workshops"},{"_key":"802bef4612eb2","_type":"span","marks":[],"text":" to learn more about how we can help your team."}],"markDefs":[{"_key":"f626b5bc82a1","_type":"link","href":"https://theattributes.com/consulting/workshops"}],"style":"normal"}]},"date":"2024-03-29","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"65dfb026c6ca","_type":"block","children":[{"_key":"7138f354049a","_type":"span","marks":[],"text":"Building your dream team is more akin to crafting a gourmet dish than assembling a set of high-end kitchen tools. Many assume the recipe for an unbeatable team starts with gathering the top performers from each domain—be it the top sales rep, the best marketer, or the #1  engineer—and expecting this ensemble to naturally synthesize into the ultimate unit. This approach, while intuitively appealing, overlooks a critical aspect of team dynamics: the chemistry of attributes vs. the mere compilation of skills."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-1940fe97921d5798b5bd579b616ca80285a835bd-5760x1100-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"a21c6bd2314d","_ref":"d6330054-0c24-497f-9a8f-e38b1db91a3f","_type":"reference"},{"_key":"ecffe6555caa","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"5c29163bafbf","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"}],"seo":{"_type":"seo","description":"Discover Dream Team Paradox and learn how to build effective teams by focusing on attributes rather than just skills. Dive in now!","title":"Discover the Dream Team Paradox: Building Harmony Through Human Attributes"},"shortDesc":"Building your dream team is more akin to crafting a gourmet dish than assembling a set of high-end kitchen tools. Many assume the recipe for an unbeatable team starts with gathering the top performers from each domain—be it the top sales rep, the best marketer, or the #1  engineer—and expecting this ensemble to naturally synthesize into the ultimate unit. This approach, while intuitively appealing, overlooks a critical aspect of team dynamics: the chemistry of attributes vs. the mere compilation of skills.","showAssessmentTool":null,"slug":{"_type":"slug","current":"dream-team-paradox"},"socialSharing":{"desc":"Building your dream team is more akin to crafting a gourmet dish than assembling a set of high-end kitchen tools. Many assume the recipe for an unbeatable team starts with gathering the top performers from each domain—be it the top sales rep, the best marketer, or the #1  engineer—and expecting this ensemble to naturally synthesize into the ultimate unit. This approach, while intuitively appealing, overlooks a critical aspect of team dynamics: the chemistry of attributes vs. the mere compilation of skills.","image":{"_type":"image","asset":{"_ref":"image-2b3b64c16604c630cef3e65516bb45bd8ca9f731-1000x667-png","_type":"reference"}},"title":"Dream Team Paradox"},"title":"Dream Team Paradox","top_banner":{"center_content":";","left_content":";","link":";","right_content":";","show":false}},{"_id":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","author":"The Attributes Team","content":{"_type":"contentEditor","content":[{"_key":"f5c774baa0c4","_type":"block","children":[{"_key":"f3490224c356","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"df1158c60191","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"c0c767abbf44","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"514c6e2482e4","_type":"block","children":[{"_key":"e3b8652d8dde","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7e147a70f3ed","_type":"block","children":[{"_key":"f5b57b53609f","_type":"span","marks":[],"text":"Whether your team is performing at the highest level of trust, or you need to invest more effort in developing trust, this article can help you identify the weak areas where you can take the appropriate actions."}],"markDefs":[],"style":"normal"},{"_key":"8d79dfdb5f16","_type":"block","children":[{"_key":"a5643c2ba26f","_type":"span","marks":[],"text":"The 4 elements of trust (Competency, Consistency, Integrity, and Compassion) are dependent on the way we behave - both individually and collectively. These behaviors come from innate traits that determine how we, as human beings, respond and/or act in any situation."}],"markDefs":[],"style":"normal"},{"_key":"2d05076e32cd","_type":"block","children":[{"_key":"f3ea90b1a850","_type":"span","marks":[],"text":"These hardwired traits are called Attributes."}],"markDefs":[],"style":"normal"},{"_key":"95b897e27910","_type":"block","children":[{"_key":"2594e437ad1b","_type":"span","marks":[],"text":"From courage to resilience, from adaptability to humility, from humor to integrity - attributes are present in every person and can be explored and developed by anyone.\n\n"}],"markDefs":[],"style":"normal"},{"_key":"e6a36238d7e8","_type":"block","children":[{"_key":"7aa2bfc0f85d","_type":"span","marks":["em"],"text":"“... and because everyone has them, Attributes are woven into life at all levels, from the business world to personal relationships, from the most mundane chores to the highest pinnacle of human achievement. Attributes are everywhere, in everyone, and yet largely unexamined. Your Attributes drive your behavior all the time.” "}],"markDefs":[],"style":"normal"},{"_key":"e535afd8546e","_type":"block","children":[{"_key":"0127cba7909d","_type":"span","marks":["em"],"text":"—"},{"_key":"27e6ac423d74","_type":"span","marks":[],"text":" The Attributes: 25 Hidden Drivers of Optimal Performance"}],"markDefs":[],"style":"normal"},{"_key":"72862ab1363b","_type":"block","children":[{"_key":"cc7424db0d1a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0c4ec00a748a","_type":"contentEditorSpacer","height":80},{"_key":"981fd4e7239e","_type":"downloadBlockWithBookImage","description":"Get The Attributes today and discover what your Attributes are and how to use them to your advantage. Download the first chapter for free.","title":"Unlock Optimal Performance"},{"_key":"36505ba7eca1","_type":"contentEditorSpacer","height":100},{"_key":"4164fc645733","_type":"block","children":[{"_key":"de5e7e92e3b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"d6dfbacf1bf6","_type":"block","children":[{"_key":"f88ace1ec8cb","_type":"span","marks":[],"text":"What you'll learn"}],"markDefs":[],"style":"headline"},{"_key":"78c698b56078","_type":"block","children":[{"_key":"b902417ed616","_type":"span","marks":[],"text":"In the article below, we will help you find a clear connection between each of the 4 elements of trust and their associated Attributes."}],"markDefs":[],"style":"normal"},{"_key":"9cfcefd6e31f","_type":"block","children":[{"_key":"28227a32c856","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d4225965abf2","_type":"block","children":[{"_key":"960bb32792e4","_type":"span","marks":[],"text":"It also shows, in a very simple way, how these Attributes (or the lack of them) directly influence a person’s behavior, and consequently, how such behaviors nurture/strengthen or detract/undermine any team."}],"markDefs":[],"style":"normal"},{"_key":"643a1b081b51","_type":"block","children":[{"_key":"b66025bf7fa3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2f0cf8560a78","_type":"block","children":[{"_key":"30404c31ef23","_type":"span","marks":[],"text":"If you've completed the "},{"_key":"020db62e75b9","_type":"span","marks":["086bba59d75f"],"text":"Trust Fall assessment"},{"_key":"c824cce55214","_type":"span","marks":[],"text":" with your team you can use this article to initiate conversations about the results. Base these discussions on the areas that need the most effort for maintaining, improving, or building trust in your team. "}],"markDefs":[{"_key":"086bba59d75f","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"27a474d44ebe","_type":"block","children":[{"_key":"829eb3393e94","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9437dab05e14","_type":"block","children":[{"_key":"113a0f482ce2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"05bca097f532","_type":"block","children":[{"_key":"df18608aa902","_type":"span","marks":[],"text":"The four elements of trust"}],"markDefs":[],"style":"headline"},{"_key":"a412e45154ef","_type":"block","children":[{"_key":"0eb48a2c6c87","_type":"span","marks":[],"text":"Competency: I trust you to do the "},{"_key":"121ff5ca2b13","_type":"span","marks":["strong"],"text":"thing right"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"da82052d3989","_type":"block","children":[{"_key":"5202a3d8259a","_type":"span","marks":[],"text":"Consistency: I trust you to do the "},{"_key":"c16fc8a0715a","_type":"span","marks":["strong"],"text":"thing right over time"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"140b4ce84171","_type":"block","children":[{"_key":"8dcf19d15615","_type":"span","marks":[],"text":"Integrity: I trust you to do the "},{"_key":"f51d66f591e2","_type":"span","marks":["strong"],"text":"right thing"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"44370353760c","_type":"block","children":[{"_key":"fbdd4dc42e1b","_type":"span","marks":[],"text":"Compassion: I trust you to do the "},{"_key":"9446546d1266","_type":"span","marks":["strong"],"text":"right thing for someone because you care about them as a human being"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d2dedef7c3f1","_type":"customImage","alt":"four-elements-for-trust","image":{"_type":"image","asset":{"_ref":"image-42c21a52c819a335c8827240cc48bd21a536bcfa-986x627-svg","_type":"reference"}},"is_retina":true},{"_key":"95e2ab244bc9","_type":"block","children":[{"_key":"6f171b0c6236","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9af352598679","_type":"block","children":[{"_key":"76c39f4fd6d7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7d597ba9c44f","_type":"block","children":[{"_key":"eb1786f69658","_type":"span","marks":[],"text":"Competency"}],"markDefs":[],"style":"headline"},{"_key":"3e5e0f4ac69e","_type":"block","children":[{"_key":"f541753fcd64","_type":"span","marks":[],"text":"\"Do the thing right\""}],"markDefs":[]},{"_key":"be36a656019a","_type":"block","children":[{"_key":"2710b8ec5abb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ebc54db0ee70","_type":"block","children":[{"_key":"00184324d6ce","_type":"span","marks":["strong"],"text":"Key Attributes related to Competency"}],"markDefs":[],"style":"normal"},{"_key":"2c728803507b","_type":"block","children":[{"_key":"634cac22aac2","_type":"span","marks":["strong"],"text":"Decisiveness"},{"_key":"db0312082caa","_type":"span","marks":[],"text":": The ability to make decisions quickly and effectively."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"56ceff3fe493","_type":"block","children":[{"_key":"4cb5cfb1e97a","_type":"span","marks":["strong"],"text":"Conscientiousness"},{"_key":"1a23d3ef3f8e","_type":"span","marks":[],"text":": The ability and inner drive to work hard, be diligent, and be reliable."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"00f142ffa8dd","_type":"block","children":[{"_key":"230dd22c7adc","_type":"span","marks":["strong"],"text":"Adaptability"},{"_key":"deca5fca82b3","_type":"span","marks":[],"text":": The ability to consciously adjust to changing circumstances and situations."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"a3dc65c47775","_type":"block","children":[{"_key":"ce54c6df7b55","_type":"span","marks":["strong"],"text":"Self-efficacy"},{"_key":"93afe5917b54","_type":"span","marks":[],"text":": The ability to achieve fulfillment regardless of difficulties and uncertainties."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"5471630df8fa","_type":"block","children":[{"_key":"41f767b02ffc","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b8e5e4a1f5a5","_type":"block","children":[{"_key":"eb0e14cf74ba","_type":"span","marks":["strong"],"text":"How to put these into practice:"}],"markDefs":[],"style":"normal"},{"_key":"6805f27c2989","_type":"block","children":[{"_key":"d2d052a09281","_type":"span","marks":[],"text":"Own your job and your responsibilities."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"28cd95d92289","_type":"block","children":[{"_key":"7d80854a8bff","_type":"span","marks":[],"text":"Do your job efficiently by your and your team’s standards."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a393041b5503","_type":"block","children":[{"_key":"2f3683fb400a","_type":"span","marks":[],"text":"Pursue mastery in your area of expertise."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d96858d6b8f3","_type":"block","children":[{"_key":"76ebd7216401","_type":"span","marks":[],"text":"Display initiative."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"831e71310eb1","_type":"block","children":[{"_key":"6de898fa6098","_type":"span","marks":[],"text":"Coach others and stay open to being coached."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bb4220f2582b","_type":"block","children":[{"_key":"d76992b03427","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e4199052a071","_type":"block","children":[{"_key":"920121693044","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c332b88a628e","_type":"block","children":[{"_key":"56a724b1528a","_type":"span","marks":[],"text":"Consistency "}],"markDefs":[],"style":"headline"},{"_key":"688c3d86df51","_type":"block","children":[{"_key":"08ae352034e2","_type":"span","marks":[],"text":"“Do the thing right over time”"}],"markDefs":[]},{"_key":"fa1a4f172c68","_type":"block","children":[{"_key":"82ca2984ed69","_type":"span","marks":[],"text":""}],"markDefs":[]},{"_key":"8de0e31ec626","_type":"block","children":[{"_key":"f7ab8937b8a5","_type":"span","marks":["strong"],"text":"Key Attributes related to Consistency"}],"markDefs":[],"style":"normal"},{"_key":"ac6da24a45fd","_type":"block","children":[{"_key":"ef24ed7ebade","_type":"span","marks":["strong"],"text":"Authenticity"},{"_key":"264d27d8b496","_type":"span","marks":[],"text":": The consistency between a person’s actions with his beliefs, values, and desires despite external pressures."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"9347a9cddef3","_type":"block","children":[{"_key":"600b01425737","_type":"span","marks":["strong"],"text":"Discipline"},{"_key":"08ed4248a33f","_type":"span","marks":[],"text":": The ability to remain focused and steadfast to achieve a result."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"06ec3872b2d2","_type":"block","children":[{"_key":"c12fdd9aa505","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"7b5a93a751c9","_type":"span","marks":[],"text":": Consistency in doing something despite difficulty or delay in achieving success."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"fd05a2a4fe18","_type":"block","children":[{"_key":"1e1247ad2892","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"1ea059465a16","_type":"span","marks":[],"text":": The ability to rapidly recover emotional and mental stability after a traumatic situation or even a triumphant event."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"b9be3515a79a","_type":"block","children":[{"_key":"50ad6ac9bef2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8d5d35f5e172","_type":"block","children":[{"_key":"993c952e30dd","_type":"span","marks":["strong"],"text":"How to put these into practice:"}],"markDefs":[],"style":"normal"},{"_key":"cc9f38dced93","_type":"block","children":[{"_key":"7eb86afc6196","_type":"span","marks":[],"text":"Be someone people can count on."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0fddddb67511","_type":"block","children":[{"_key":"68729ed2753a","_type":"span","marks":[],"text":"Deliver a consistent performance over time."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c91ad13f6256","_type":"block","children":[{"_key":"819b2770efb6","_type":"span","marks":[],"text":"Show up in a way that’s predictable."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"464050e22c5e","_type":"block","children":[{"_key":"100ac9b6ad8f","_type":"span","marks":[],"text":"Make biased-free and value-oriented decisions."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"8fe89d4aca23","_type":"block","children":[{"_key":"7b211bfe0300","_type":"span","marks":[],"text":"Behave in a way aligned with the organizational values."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ebf4bc95f75d","_type":"block","children":[{"_key":"840413754a39","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8008e948bc92","_type":"block","children":[{"_key":"07797be0675c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a03412d2f0af","_type":"contentEditorSpacer","height":80},{"_key":"13b051d91ae6","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"2edcbd2f463f","_type":"contentEditorSpacer","height":100},{"_key":"4c519a6d8eee","_type":"block","children":[{"_key":"4fca265bacdb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dba514700386","_type":"block","children":[{"_key":"0bb28f4f769f","_type":"span","marks":[],"text":"Integrity "}],"markDefs":[],"style":"headline"},{"_key":"140976f6ff7b","_type":"block","children":[{"_key":"c0aa70888139","_type":"span","marks":[],"text":"\"Do the right thing\""}],"markDefs":[]},{"_key":"350de8624a9c","_type":"block","children":[{"_key":"a4ad784ccbcb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"461766ac8ee8","_type":"block","children":[{"_key":"ff1a66f25b91","_type":"span","marks":["strong"],"text":"Key Attributes related to Integrity"}],"markDefs":[],"style":"normal"},{"_key":"9ec91af50da2","_type":"block","children":[{"_key":"a0614b955b66","_type":"span","marks":["strong"],"text":"Integrity"},{"_key":"845b52d4b8bd","_type":"span","marks":[],"text":": The ability to act under relevant moral values and social and cultural norms. Taking responsibility for, and ownership of, consequences thereof."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"558670688619","_type":"block","children":[{"_key":"949c5b6d974e","_type":"span","marks":["strong"],"text":"Humor"},{"_key":"777a1e6d5d35","_type":"span","marks":[],"text":": The ability to balance funny and laugh even when times are tough."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"43fb7d807203","_type":"block","children":[{"_key":"7283b1408b9c","_type":"span","marks":["strong"],"text":"Courage"},{"_key":"912c385e489b","_type":"span","marks":[],"text":": The ability to manage fear in order to overcome danger, difficulty, or pain."}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"b71aacb2711a","_type":"block","children":[{"_key":"97f6ff7ec3b7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"282b9b77bce0","_type":"block","children":[{"_key":"2fb3641ddd0c","_type":"span","marks":["strong"],"text":"How to put these into practice:"}],"markDefs":[],"style":"normal"},{"_key":"2f4472582c5b","_type":"block","children":[{"_key":"599a5af3cc3d","_type":"span","marks":[],"text":"Be honest to everybody."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"8f748ac61847","_type":"block","children":[{"_key":"8dbc78fd5edc","_type":"span","marks":[],"text":"Keep your word and deliver on your commitments."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3c6e3813690d","_type":"block","children":[{"_key":"2da4e6ede260","_type":"span","marks":[],"text":"Behave aligned with your values."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9722f3a5920f","_type":"block","children":[{"_key":"32b02ad170be","_type":"span","marks":[],"text":"Give credit whenever it’s due."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4426d69069d7","_type":"block","children":[{"_key":"e2269ecd7f41","_type":"span","marks":[],"text":"Speak truth to power."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"be6f69d7216f","_type":"block","children":[{"_key":"6811ef148f51","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c6bafd38691a","_type":"contentEditorSpacer","height":80},{"_key":"f7904aa922b3","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop the Attributes for you and your company.","linkSlug":"/consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"54bf1599f0a6","_type":"contentEditorSpacer","height":100},{"_key":"88086e57ca53","_type":"block","children":[{"_key":"dfe09c790ca7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"0d865e0057b0","_type":"block","children":[{"_key":"4d4f1db9a17a","_type":"span","marks":[],"text":"Compassion "}],"markDefs":[],"style":"headline"},{"_key":"1e8b252a6740","_type":"block","children":[{"_key":"6d7f1aa7f7ec","_type":"span","marks":["em"],"text":"\"Do the right thing for someone because you care about them as a human being\""}],"markDefs":[],"style":"normal"},{"_key":"cf1824357223","_type":"block","children":[{"_key":"7ecbd4247565","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dcd6d129a8f0","_type":"block","children":[{"_key":"d8aa73a76a7b","_type":"span","marks":["strong"],"text":"Key Attributes related to Compassion"}],"markDefs":[],"style":"normal"},{"_key":"bbccca91da80","_type":"block","children":[{"_key":"2b2b491d6c3b","_type":"span","marks":["strong"],"text":"Empathy"},{"_key":"e1753b91cccd","_type":"span","marks":[],"text":": The ability to join the emotional state of another person"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c7a7f077ce05","_type":"block","children":[{"_key":"944d6a792b8b","_type":"span","marks":["strong"],"text":"Humility"},{"_key":"594c29dde78b","_type":"span","marks":[],"text":": The ability to be self-aware about one’s strengths and weaknesses"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ff674f049d43","_type":"block","children":[{"_key":"b6f9c31f0860","_type":"span","marks":["strong"],"text":"Selflessness"},{"_key":"88bee5d5bbd5","_type":"span","marks":[],"text":": Placing the needs and well-being of others above itself"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6281fc485dbc","_type":"block","children":[{"_key":"311a12ede6a5","_type":"span","marks":["strong"],"text":"Open-mindedness"},{"_key":"0c9e235664ae","_type":"span","marks":[],"text":": A willingness to consider and accept new ideas, opinions, or perspectives"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c332a31e9061","_type":"block","children":[{"_key":"24e92ee5f294","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"494a39016c67","_type":"block","children":[{"_key":"8abbdf0a8752","_type":"span","marks":["strong"],"text":"How to put these into practice:"}],"markDefs":[],"style":"normal"},{"_key":"bc019fbaec6b","_type":"block","children":[{"_key":"7c88aa5eec0a","_type":"span","marks":[],"text":"Listen empathically and carefully."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"215f80e52206","_type":"block","children":[{"_key":"77094e7825b6","_type":"span","marks":[],"text":"Walk a mile in the other person’s shoes."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"547b24c5b854","_type":"block","children":[{"_key":"026494ea796d","_type":"span","marks":[],"text":"Look after people’s well-being."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"eaa17cae25fa","_type":"block","children":[{"_key":"d9f2d3decc2c","_type":"span","marks":[],"text":"Advocate on behalf of others."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2e1b8ed6aec0","_type":"block","children":[{"_key":"612be3c0cbb1","_type":"span","marks":[],"text":"Recognize and celebrate people."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"794c36b138d2","_type":"block","children":[{"_key":"caf337270887","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a41fd4f8629b","_type":"contentEditorSpacer","height":80},{"_key":"6b52836c0ecb","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://www.facebook.com/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"c344cb6d3d54","_type":"contentEditorSpacer","height":100}]},"date":"2022-07-29","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"c81688a7786d","_type":"block","children":[{"_key":"331fd0cd50b3","_type":"span","marks":[],"text":"Whether your team is performing at the highest level of trust, or you need to invest more effort in developing trust, this article can help you identify the weak areas where you can take the appropriate actions."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-bfe3895ebf8c1468f2bb54cee5ca328e2b6dad83-2880x550-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"c8b00b0d9a7f","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"206db0e8dccb","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"73c9de0960a9","_ref":"d29fcb95-95d4-43ff-8fb4-6e9d97c47b58","_type":"reference"}],"seo":{"_type":"seo","description":"Unlock the secrets to building trust in teams! Discover how to develop the 4 crucial elements of trust and enhance performance.","title":"Master the 4 Elements of Trust: Build Stronger Teams | The Attributes Blog"},"shortDesc":"Whether your team is performing at the highest level of trust, or you need to invest more effort in developing trust, this article can help you identify the weak areas where you can take the appropriate actions.","showAssessmentTool":false,"slug":{"_type":"slug","current":"how-to-develop-the-4-elements-of-trust"},"socialSharing":{"desc":"Whether or not your team is performing with a level of trust the following article can help you identify the weak areas where you can take the appropriate actions.","image":{"_type":"image","asset":{"_ref":"image-8f00fcebe145149c354ad5ce4f6f8e8e28d4b9cc-2000x1334-png","_type":"reference"}},"title":"How To Develop The 4 Elements of Trust — The Attributes"},"title":"How To Develop The 4 Elements of Trust","top_banner":null},{"_id":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"f5c774baa0c4","_type":"block","children":[{"_key":"0143ebc49d58","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"46b1759d5eee","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"9d672f526a0f","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"514c6e2482e4","_type":"block","children":[{"_key":"e3b8652d8dde","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"95b897e27910","_type":"block","children":[{"_key":"be1531dcf633","_type":"span","marks":[],"text":"“Patience is a virtue” is a truism in our culture. A quick Google search of the phrase shows more than 1.5 million results. Scholars can even date its exalted status back 1500 years."}],"markDefs":[]},{"_key":"31cf63c7d5ec","_type":"block","children":[{"_key":"057fe4b7047a","_type":"span","marks":[],"text":"But what if our focus on patience blinds us to something crucial?"}],"markDefs":[]},{"_key":"1c01eec745b2","_type":"block","children":[{"_key":"e232047fffd1","_type":"span","marks":[],"text":"What if, sometimes, "},{"_key":"01e198dd9760","_type":"span","marks":["em"],"text":"impatience"},{"_key":"d7bc8d442f86","_type":"span","marks":[],"text":" is a virtue?\n"}],"markDefs":[]},{"_key":"88b14030cda0","_type":"block","children":[{"_key":"5d697828c81c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"971675bde9ba","_type":"block","children":[{"_key":"37ed7a85fb44","_type":"span","marks":["strong"],"text":"My wife and the sledgehammer"},{"_key":"04ce5f95111b","_type":"span","marks":[],"text":"\n"}],"markDefs":[]},{"_key":"2d8488b16e8f","_type":"block","children":[{"_key":"ef4425102a42","_type":"span","marks":[],"text":"One day when my younger son was three, he locked himself in his bedroom."}],"markDefs":[]},{"_key":"35fdf25b9a87","_type":"block","children":[{"_key":"dcfd7073f19d","_type":"span","marks":[],"text":"First, I rushed outside and looked through the window to make sure he was safe."}],"markDefs":[]},{"_key":"e7d108393434","_type":"block","children":[{"_key":"d16e1c06bff1","_type":"span","marks":[],"text":"Then, I started to think of ways I could open the door. After a few minutes I thought of a tool I could use to pop the lock from the outside. I went to go look for the tool, found it, then went out front again to make sure my son was still safe. In the process of using the tool, I made sure to go out front one more time - before finally picking the lock on the door."}],"markDefs":[]},{"_key":"209eb077df40","_type":"block","children":[{"_key":"d990cb854e94","_type":"span","marks":[],"text":"All in all, it took about ten minutes to extricate my son. My wife and I both practiced how to use the tool so we could use it in the future."}],"markDefs":[]},{"_key":"e09c7e6b011a","_type":"block","children":[{"_key":"2c69994b37f8","_type":"span","marks":[],"text":"A few months later, I arrived home to find out my son had locked himself in his room again."}],"markDefs":[]},{"_key":"7a308561a361","_type":"block","children":[{"_key":"6140f79c0123","_type":"span","marks":[],"text":"As my wife was telling me this, she showed me a hole in his door about the size of a grapefruit."}],"markDefs":[]},{"_key":"04f010fa8f93","_type":"block","children":[{"_key":"c148cd25f369","_type":"span","marks":[],"text":"“What about the lock tool we practiced with?” I asked."}],"markDefs":[]},{"_key":"cf189a207a52","_type":"block","children":[{"_key":"3ebc53b3e5da","_type":"span","marks":[],"text":"She said that the tool was taking too long. But the sledgehammer was fast."}],"markDefs":[]},{"_key":"8d08adb28a1a","_type":"block","children":[{"_key":"9f63506a3f04","_type":"span","marks":[],"text":"She then led me to the bathroom, where he had also locked himself in."}],"markDefs":[]},{"_key":"29d9111f53b5","_type":"block","children":[{"_key":"26c99c938956","_type":"span","marks":[],"text":"There was a grapefruit-sized hole in this door, too."}],"markDefs":[]},{"_key":"5ec08960cbcb","_type":"block","children":[{"_key":"901b1e9f2d47","_type":"span","marks":[],"text":"I had to laugh. After all, busted doors can be fixed. “You could be a breacher on one of the SEAL teams,” I told my wife.\n\n"}],"markDefs":[]},{"_key":"0c4ec00a748a","_type":"contentEditorSpacer","height":80},{"_key":"70cd3ddbf68d","_type":"signUpBlockHeading","heading":"Become a Master of Uncertainty — Join The Attributes newsletter"},{"_key":"36505ba7eca1","_type":"contentEditorSpacer","height":100},{"_key":"2f0cf8560a78","_type":"block","children":[{"_key":"eb65237ccccf","_type":"span","marks":[],"text":""}],"markDefs":[]},{"_key":"cd5be797d68f","_type":"block","children":[{"_key":"9136b37e91d7","_type":"span","marks":["strong"],"text":"Different traits, different times"}],"markDefs":[]},{"_key":"c3a132a3b190","_type":"block","children":[{"_key":"c43aa9eab508","_type":"span","marks":[],"text":"When it comes to patience and impatience, most people default to thinking patience is best."}],"markDefs":[]},{"_key":"34baeaaf24ba","_type":"block","children":[{"_key":"e0801f95cd37","_type":"span","marks":[],"text":"But impatience can be a virtue, too."}],"markDefs":[]},{"_key":"7748aaa212e1","_type":"block","children":[{"_key":"988bf37cf54a","_type":"span","marks":[],"text":"Different circumstances call for different approaches. When there’s abundant time to plan, it’s my time to shine. But if there’s urgency, call my wife. When you need immediate action, she’s the one you want."}],"markDefs":[]},{"_key":"1480cac78186","_type":"block","children":[{"_key":"7d05eb2d0d35","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0936d462c406","_type":"block","children":[{"_key":"4337397ed5d6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0c69502cc11d","_type":"block","children":[{"_key":"a4732a9654b5","_type":"span","marks":["strong"],"text":"Different traits round out teams"},{"_key":"96ea8cf8b20c","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"6cb8e1ef0325","_type":"block","children":[{"_key":"2fff4cba220c","_type":"span","marks":[],"text":"Just like for me and my wife, teams thrive when there’s a balance. Patience and impatience complement one another. Team members learn to step up and back when different traits are called for. "}],"markDefs":[],"style":"normal"},{"_key":"5424c0e56c7e","_type":"block","children":[{"_key":"e999637148f9","_type":"span","marks":[],"text":"This not only improves immediate outcomes but also builds long-term appreciation and trust between members."}],"markDefs":[],"style":"normal"},{"_key":"5a4e9c8d6ff1","_type":"block","children":[{"_key":"8e18b3ebfcec","_type":"span","marks":[],"text":"A balance of patience and impatience also helps round out team attributes. Patience helps people develop perseverance and discipline. It can also help them develop skills and manage stress responses. Impatience, on the other hand, helps bolster equally critical attributes such as decisiveness, adaptability, and task switching."}],"markDefs":[],"style":"normal"},{"_key":"815e0cfbf329","_type":"block","children":[{"_key":"0ae1888a7dca","_type":"span","marks":[],"text":"Because of these factors, striking the right balance between patience and impatience often takes team performance to the next level."}],"markDefs":[],"style":"normal"},{"_key":"7e3016855859","_type":"block","children":[{"_key":"e0dabfdf3493","_type":"span","marks":[],"text":"So switch it up. Don’t just follow the crowd on patience—fill your teams with people who can complement each other. Get both slow planners and sledgehammer-swingers on your side."}],"markDefs":[],"style":"normal"},{"_key":"c3802d155fcd","_type":"block","children":[{"_key":"6b41b4cf17ed","_type":"span","marks":[],"text":"Just like for my wife and I, it could be exactly what you need."}],"markDefs":[],"style":"normal"},{"_key":"2e1b8ed6aec0","_type":"block","children":[{"_key":"eee76692c8fb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"794c36b138d2","_type":"block","children":[{"_key":"caf337270887","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a41fd4f8629b","_type":"contentEditorSpacer","height":80},{"_key":"6b52836c0ecb","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://www.facebook.com/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"c344cb6d3d54","_type":"contentEditorSpacer","height":100}]},"date":"2022-09-05","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"c81688a7786d","_type":"block","children":[{"_key":"7ab93f26359a","_type":"span","marks":[],"text":"“Patience is a virtue” is a truism in our culture. A quick Google search of the phrase shows more than 1.5 million results. Scholars can even date its exalted status back 1500 years. But what if our focus on patience blinds us to something crucial? What if, sometimes, impatience is a virtue?"}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-74362f9875a23fc4285c08b8fdd3221836468899-1440x275-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"c8b00b0d9a7f","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"206db0e8dccb","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"73c9de0960a9","_ref":"5a69ba3d-1ce4-441b-b056-d182292438ed","_type":"reference"}],"seo":{"_type":"seo","description":"Explore how impatience can be a virtue in teamwork and decision-making. Discover insights from Rich Diviney at The Attributes.","title":"Why Impatience Can Be a Virtue for Personal and Team Growth: The Attributes"},"shortDesc":"“Patience is a virtue” is a truism in our culture. A quick Google search of the phrase shows more than 1.5 million results. But what if, sometimes, impatience is a virtue?","showAssessmentTool":false,"slug":{"_type":"slug","current":"when-impatience-is-the-virtue"},"socialSharing":{"desc":"“Patience is a virtue” is a truism in our culture. A quick Google search of the phrase shows more than 1.5 million results.   Scholars can even date its exalted status back 1500 years. But what if our focus on patience blinds us to something crucial?   What if, sometimes, impatience is a virtue?","image":{"_type":"image","asset":{"_ref":"image-b8c774aa1e6fd741410534dfcbdbfba200e29bc6-1000x667-png","_type":"reference"}},"title":"When Impatience is the Virtue — The Attributes"},"title":"When Impatience is the Virtue","top_banner":null},{"_id":"260fb213-cdf7-474b-a856-b85925240b2c","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"91845857af39","_type":"block","children":[{"_key":"f42c006990f1","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"3ddf5ffc8b86","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"66af487dc69f","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"3e745e1332e6","_type":"block","children":[{"_key":"9455ee6b838f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d3f5b055c54a","_type":"block","children":[{"_key":"e3f6f3eb3e14","_type":"span","marks":["strong"],"text":"1: During times of uncertainty our skills often take a back seat"}],"markDefs":[],"style":"normal"},{"_key":"c5326ed42a2e","_type":"block","children":[{"_key":"5a25fe22007c0","_type":"span","marks":[],"text":"Let’s go back to the dawn of Covid. The environment was completely new, wildly stressful, and completely uncertain. Our first “job” was to figure out how to navigate this new world we’d been dropped into. Without even realizing it, each of us began to rely on our adaptability, perseverance, open-mindedness, and certainly our courage. This is what happens every time we are thrown into any type of uncertainty: We’re forced to use time and energy to figure things out, making sense of what is entirely new. This is required whether the shift is deliberate (you decide to make a pivot in your life, such as trying a new job or moving to a new area), or if it’s thrown upon us (a layoff, a weather disaster, or a global pandemic). Our ability to move through and continue to perform optimally during these times is grounded in the Attributes that we bring to the table—not necessarily our skills."}],"markDefs":[],"style":"normal"},{"_key":"366275317b02","_type":"block","children":[{"_key":"4118cff275d80","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"43e4a8747f98","_type":"block","children":[{"_key":"068f2379b2020","_type":"span","marks":["strong"],"text":"2: Trust is built on Attributes—not skills"}],"markDefs":[],"style":"normal"},{"_key":"23b7a062c2bf","_type":"block","children":[{"_key":"6a1965f629490","_type":"span","marks":[],"text":"Think for a moment about someone in your life whom you trust deeply. It could be a family member, a friend, a work colleague, or even a boss. As you picture that person in your head, ask yourself this question: “What did they do that made me trust them?”. Chances are, if you stew on it for a moment, you’ll come up with answers like: they had my back, or they allowed me to take a risk, or, most likely, they were accountable, empathetic, authentic, and had integrity. These are all behaviors. We often think and describe trust as a feeling—but a feeling is simply a human emotion. Trust is something more. It’s a belief, and a belief is an emotion that has been rationalized or justified. To believe anything, we must decide to do so. This tells us the simple truth that we cannot "},{"_key":"6a1965f629491","_type":"span","marks":["em"],"text":"make"},{"_key":"6a1965f629492","_type":"span","marks":[],"text":" anyone trust us. All we can do is behave in a way that allows that person to "},{"_key":"6a1965f629493","_type":"span","marks":["em"],"text":"decide"},{"_key":"6a1965f629494","_type":"span","marks":[],"text":" to trust us."}],"markDefs":[],"style":"normal"},{"_key":"9cd878bd43a4","_type":"block","children":[{"_key":"77e47acdfd220","_type":"span","marks":[],"text":"Any team or business that wants to perform optimally even when things are going poorly, must have a foundation of trust. And the behaviors that lead to trust are almost all Attributes. Empathy, accountability, and authenticity are not skills that we are taught and learn; they are Attributes that we develop. While a lot of the skills that we define as performance can be seen, measured, tested, and scored, the Attributes that build trust are hidden and hard to see. It’s very difficult to assess someone’s ability to build trust—or to decide to trust someone simply by looking at stats or reading a resume."}],"markDefs":[],"style":"normal"},{"_key":"7433a6ea4dcc","_type":"block","children":[{"_key":"5fb91553576f0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"7ed5f061bbbc","_type":"block","children":[{"_key":"999f0708cd1e0","_type":"span","marks":["strong"],"text":"3: Skills can be taught, but Attributes must be developed. And it’s hard."}],"markDefs":[],"style":"normal"},{"_key":"824b0aa665f5","_type":"block","children":[{"_key":"69e29fe04e770","_type":"span","marks":[],"text":"If someone were to tell me “Rich, I’d like to learn how to shoot a pistol at a target and hit a bullseye every time,” I’m on it. I would take that person to a gun range and, within a couple of hours, I would teach them just that. Shooting is a skill, and it can be taught, just like typing or driving (and I’m a good teacher). However, if that same person said, “Rich, I’d like to learn how to be more patient or adaptable,” I’d be stumped. You can’t teach patience. Likewise, you can’t learn and develop Attributes the same way that you do a skill. To develop an attribute takes self-motivation (the person must want to do it), self-direction (the person must get up and seek to do it), and it takes a willingness by that person to deliberately find and place themselves in environments that tease out and develop that attribute. If someone wants to develop their patience, for example, they must go find environments that test their patience. Go drive in heavy traffic, stand in the longest line in the grocery store…or have kids. The bottom line is that when you are building a team, it’s more important to find the people who have the Attributes you need rather than the skill. If the person has the right Attributes, you can always teach them the skill."}],"markDefs":[],"style":"normal"},{"_key":"ae479a064844","_type":"contentEditorSpacer","height":80},{"_key":"f994f0b14501","_type":"discoverBlock","btnLink":"/assessment-tool","btnText":"Take Assessment","description":"Take our online assesment to discover what attributes you have & how to use them effectively for success.","title":"Discover your Attributes"},{"_key":"fd8a1d44519a","_type":"contentEditorSpacer","height":100},{"_key":"e99abf7ca4bf","_type":"block","children":[{"_key":"06aa8af775e4","_type":"span","marks":["strong"],"text":"4: True high performance relies on Attributes"}],"markDefs":[],"style":"normal"},{"_key":"e9fb92a310a7","_type":"block","children":[{"_key":"09b94e0dfd27","_type":"span","marks":[],"text":"What is \"high performance\" actually? We can all agree that the musician at the concert, the athlete on the football field, or the business person that nailed the sales presentation were all performing well. But the measure of true top performers is often not taken when things are going great-it's assessed when things go wrong. When the plan changes, the environment shifts, everything starts to unravel. This is how we judge our best performers. And the ability to still perform in these situations is not just about about the skills. It's very difficult, if not impossible, to apply a known skill to an unknown situation. This is when we lean on our Attributes. Things like adaptability, perseverance, open-mindedness, and patience. These are what get us through when we are trying to perform in uncertainty, challenge, and stress. It's certainly true that high performance requires some skills in whatever discipline one is operation in. But to perform all the time, regardless of what happens around you, is about the Attributes that you bring to the table."}],"markDefs":[],"style":"normal"},{"_key":"eac1aa940f3e","_type":"block","children":[{"_key":"209539d151ee","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b181cf4bf8b6","_type":"block","children":[{"_key":"aa006da3dc5c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c0d1be0936ed","_type":"block","children":[{"_key":"fad4d4189e08","_type":"span","marks":["strong"],"text":"5. Potential hides in Attributes... not skills"}],"markDefs":[],"style":"normal"},{"_key":"de9596c58446","_type":"block","children":[{"_key":"e4e38819efca0","_type":"span","marks":[],"text":"Potential is an important thing for most of us. We are always looking to explore and discover our potential, as well as those in our span of care. What we must remember, however, is that "},{"_key":"e4e38819efca1","_type":"span","marks":["em"],"text":"potential"},{"_key":"e4e38819efca2","_type":"span","marks":[],"text":" always lies in the future. Potential is about "},{"_key":"e4e38819efca3","_type":"span","marks":["em"],"text":"what could be"},{"_key":"e4e38819efca4","_type":"span","marks":[],"text":", not about "},{"_key":"e4e38819efca5","_type":"span","marks":["em"],"text":"what is. "},{"_key":"e4e38819efca6","_type":"span","marks":[],"text":"To understand the potential of ourselves and others, we must look at Attributes. Skills only tell us "},{"_key":"e4e38819efca7","_type":"span","marks":["em"],"text":"what is"},{"_key":"e4e38819efca8","_type":"span","marks":[],"text":", while Attributes tell us "},{"_key":"e4e38819efca9","_type":"span","marks":["em"],"text":"what could be"},{"_key":"e4e38819efca10","_type":"span","marks":[],"text":". Take an example of the top-seed NFL draft pick. He’s an absolute rock star on the collegiate football field. Once that guy gets to the professional field, however, he can’t keep up. That athlete on the pro football field had the same number of skills as he did on the college field, and probably more due to the practice and preparation in training camp. Why did he choke? Because he did not have the Attributes required to play pro ball. It’s a different game than college; bigger linemen, faster athletes, more complex play calls. That environment takes a slightly different set (and level) of Attributes than the college field. The scouts that picked him saw him performing inside of an environment that was well suited to both his Attributes and skills—but only the skills were visible. In the case of this particular kid, the scouts couldn’t see his Attributes and therefore misjudged his potential. Whenever we judge the potential of ourselves or others based on skills, we are making a mistake. It’s a bit like judging the performance of a car based on how it looks, versus how it performs in different road conditions."}],"markDefs":[],"style":"normal"},{"_key":"835351f50941","_type":"block","children":[{"_key":"269b6c3769f90","_type":"span","marks":[],"text":"The bottom line is that when we are measuring performance in ourselves or our teams, skills tell us only part of the story—and maybe not the most important part."}],"markDefs":[],"style":"normal"},{"_key":"f8876f4638dd","_type":"contentEditorSpacer","height":100},{"_key":"2b67829810b6","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-01-12","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"8156b014ef67","_type":"block","children":[{"_key":"7b4b5dcfcc94","_type":"span","marks":[],"text":"Think back to when Covid hit the world hard and we were forced to quarantine. Almost overnight, life as we knew it shut down. Waking up that first morning, very few of us, if any, had skills we could apply to the situation. We had to rely on something else: our attributes, innate traits hard-wired into each of us. Most people never think about them. But attributes matter more than skills, and here are the top five reasons why."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-068080d6e2c19e08507dfbb8a552cd4a7172b78c-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"ccb4b677d2d1","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"3cd72b8a0ea2","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"dc89cc5fab55","_ref":"c8fa9912-d05c-4be6-9761-9f3b714d8493","_type":"reference"}],"seo":{"_type":"seo","description":"Discover why attributes matter more than skills in navigating uncertainty. Unlock your potential with insights from Rich Diviney.","title":"Discover Why Attributes Matter More Than Skills: Insights from Rich Diviney"},"shortDesc":"Think back to when Covid hit the world hard and we were forced to quarantine. Almost overnight, life as we knew it shut down. Waking up that first morning, very few of us, if any, had skills we could apply to the situation. We had to rely on something else: our attributes, innate traits hard-wired into each of us. Most people never think about them. But attributes matter more than skills, and here are the top five reasons why.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-top-5-reasons-why-attributes-matter-more-than-skills"},"socialSharing":{"desc":"Think back to when Covid hit the world hard and we were forced to quarantine. Almost overnight, life as we knew it shut down. Waking up that first morning, very few of us, if any, had skills we could apply to the situation. We had to rely on something else: our attributes, innate traits hard-wired into each of us. Most people never think about them. But attributes matter more than skills, and here are the top five reasons why.","image":{"_type":"image","asset":{"_ref":"image-bb10aa634e67f70ae12dd65253607f6c2b535201-2000x1334-png","_type":"reference"}},"title":"The top 5 reasons why attributes matter more than skills"},"title":"The Top 5 Reasons Why Attributes Matter More Than Skills","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE"}},{"_id":"272daad8-3c86-4569-b9eb-3c524e218e4b","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a57e75557e25","_type":"block","children":[{"_key":"dadd64d8007f","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"d2f5621a8d95","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"5acd899c8f46","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"054e7c90c86d","_type":"block","children":[{"_key":"31327b15f654","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"87ca8309bc0e","_type":"block","children":[{"_key":"87b2b643384d","_type":"span","marks":[],"text":"Empathy is a tricky Attribute. Even our own brains sometimes have trouble determining what we should feel or not. While staying attuned to and actively feeling what others are feeling is wired into our system, building and balancing empathy — especially in a team — isn’t always easy."}],"markDefs":[],"style":"normal"},{"_key":"ddb21e451413","_type":"block","children":[{"_key":"2a1f7a09f6350","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"126f130f2cd6","_type":"block","children":[{"_key":"dca14a6402bc","_type":"span","marks":["strong"],"text":"Put Yourself in Someone Else’s Shoes"}],"markDefs":[],"style":"normal"},{"_key":"8035ca2e868b","_type":"block","children":[{"_key":"e7ac16ebcee70","_type":"span","marks":[],"text":"To fully understand what empathy actually is; we should start with what it isn’t. Empathy is not sympathy. To sympathize with someone is to be aware of their troubles and woes, and that is a largely passive experience. For example, if you hear about an unfortunate event that happens to someone else, you may reflexively acknowledge that they are embarrassed or sad or frustrated about it. You might feel pity toward that person, or sorrow on their behalf, but those are your emotions directed at someone else."}],"markDefs":[],"style":"normal"},{"_key":"db475bb3c130","_type":"block","children":[{"_key":"8ae40c5306670","_type":"span","marks":[],"text":"Empathy is different because it is an active experience. Instead of merely knowing how someone feels, you are actually feeling how that person feels. Empathy is the ability to imagine another person’s emotions fully and genuinely, even without those emotions being explicitly communicated between the two of you."}],"markDefs":[],"style":"normal"},{"_key":"b63061373440","_type":"block","children":[{"_key":"252f2148c1940","_type":"span","marks":[],"text":"Long story short, empathy is putting yourself in someone else’s shoes."}],"markDefs":[],"style":"normal"},{"_key":"ed8ae2b80e8d","_type":"block","children":[{"_key":"2e26bd590f800","_type":"span","marks":[],"text":"Sometimes stepping into someone else’s shoes is easy, especially if you’ve been in the same position the other person is going through. Anyone who has ever had a migraine, for instance, understands how painful it is when someone else has a migraine. Much more difficult, though, is having real empathy for people who are not like you, experiencing things you never have. In situations like these, genuine empathy requires a shift in perspective and a fair amount of open-mindedness."}],"markDefs":[],"style":"normal"},{"_key":"b03049f51454","_type":"block","children":[{"_key":"2191ba5c4e230","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ceeeeafe05e9","_type":"block","children":[{"_key":"87142bb27055","_type":"span","marks":["strong"],"text":"Emotional Contagion"}],"markDefs":[],"style":"normal"},{"_key":"d9da01a2fd45","_type":"block","children":[{"_key":"887f120888d40","_type":"span","marks":[],"text":"Potentially the most difficult (and most important) part of empathy is the fact that it can’t be faked. Have you ever seen a movie where the acting is so bad — uncomfortable movements, phony emotions and general awkwardness — that it makes you cringe? That’s what others see when you try to fake empathy. Trust me, you’ll stand out — and not in a good way."}],"markDefs":[],"style":"normal"},{"_key":"ec332d44bc16","_type":"block","children":[{"_key":"47774eb225870","_type":"span","marks":[],"text":"The good news is that from a neurological perspective at least, we don’t need to fake empathy. As humans we are wired to feel it. The study of emotion by neuroscientists has revealed something called “emotional contagion.” This, put simply, is the emotion that we feel when we are around someone else in a heightened state. Scientists have noticed that merely watching someone in any high emotional state causes physiological changes in the observer. Additionally, these changes often align with the person experiencing the actual emotion. Crazy, right? Being attuned to others’ emotions is part of being alive."}],"markDefs":[],"style":"normal"},{"_key":"1ebba9909c26","_type":"block","children":[{"_key":"657d9685e9690","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7ec96cc85b78","_type":"block","children":[{"_key":"fe5014abf76e","_type":"span","marks":["strong"],"text":"The Physicality of Empathy"}],"markDefs":[],"style":"normal"},{"_key":"fc96a02ccd20","_type":"block","children":[{"_key":"521eb878e7ed0","_type":"span","marks":[],"text":"What exactly happens in our bodies when we experience empathy and emotional contagion? Essentially, we have a “mirror system” to help us read emotions and empathize with them. This goes back to the fact that humans are reliant on groups for survival. Mirror systems help us pay attention to the feelings of others, which leads to forming close bonds among members of groups, which theoretically means survival."}],"markDefs":[],"style":"normal"},{"_key":"ac935a926e1d","_type":"block","children":[{"_key":"6c9e9528630a0","_type":"span","marks":[],"text":"Our mirror system also allows us to learn lessons through the observation of others. Think of it this way: if a child sees their parent touch the hot stove and howl when they get burned, the child will know to keep their distance. We don’t always need to feel pain in our own bodies — empathy saves us time learning necessary lessons."}],"markDefs":[],"style":"normal"},{"_key":"bd8877eadb63","_type":"block","children":[{"_key":"300b5b45350a0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b0d67df26d53","_type":"contentEditorSpacer","height":80},{"_key":"b0809cc3911d","_type":"block","children":[{"_key":"d099b4cc8a66","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"556ab0bb3036","_type":"discoverBlock","btnLink":"/assessment-tool","btnText":"Take Assessment","description":"Take our online assesment to discover what attributes you have & how to use them effectively for success.","title":"Discover your Attributes"},{"_key":"e1c0b42193b1","_type":"block","children":[{"_key":"1ebbe392b7a3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"08a34adb3060","_type":"contentEditorSpacer","height":100},{"_key":"b482527fb75a","_type":"block","children":[{"_key":"c770d91d0810","_type":"span","marks":["strong"],"text":"Some Have More Than Others — But You Can Change"}],"markDefs":[],"style":"normal"},{"_key":"66929e5a53d7","_type":"block","children":[{"_key":"50d8a90300d60","_type":"span","marks":[],"text":"Regardless of our wiring, one of the things that we may have noticed is that some human beings just seem to be naturally more empathetic than others. This phenomenon is due to the specific neurological sequence empathy follows; first through the limbic brain, then through the forebrain."}],"markDefs":[],"style":"normal"},{"_key":"c43796cfd720","_type":"block","children":[{"_key":"31d2dce14e880","_type":"span","marks":[],"text":"Let’s go back to a person who watches another person get burned. The person sees the other person howl, and their limbic brain recognizes that as sadness and pain. However, the forebrain, which is more evolved and logical, can control what gets sent through from the limbic brain. This means our forebrain can regulate our experiences and either tell us to feel those emotions (and set aside our own emotions) or to override those emotions so we feel them less. This is known as “top down control” and some people have greater top down control than others. The level to which we feel or don’t feel these emotions, or, in other words, how readily and intensely our forebrain allows information to come through our limbic brain, is where we fall on the empathy scale."}],"markDefs":[],"style":"normal"},{"_key":"cc2c1f99b2d0","_type":"block","children":[{"_key":"fb5047bacf3a0","_type":"span","marks":[],"text":"This is not all outside our control however. The fact that the forebrain is involved suggests that empathy is, at least in part, a choice. We can, somewhat, control our empathetic responses to go one way or the other. For those who need to show more empathy, this is how you do it — but it takes practice. Conversely, if you feel you have too much empathy, deliberately choosing to not let as much information from your limbic brain in can also help."}],"markDefs":[],"style":"normal"},{"_key":"85a5de0f97ab","_type":"block","children":[{"_key":"ed3e2ca46c7a0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"72817c83e856","_type":"block","children":[{"_key":"f14fa923cf8b","_type":"span","marks":["strong"],"text":"How to Be an Empathetic Leader"}],"markDefs":[],"style":"normal"},{"_key":"a7296f790dd2","_type":"block","children":[{"_key":"c19fef93fc7a0","_type":"span","marks":[],"text":"Some may say good leaders show empathy, and others may say good leaders are able to switch their empathy off. I don’t think either way is necessarily correct. I think a good leader needs to have a “dimmer switch” that can slide up and down to suit the level of depth and intimacy needed in a situation. I think good leaders are able to invoke empathy in others while balancing it within themselves."}],"markDefs":[],"style":"normal"},{"_key":"88610096784b","_type":"block","children":[{"_key":"52655a59dd370","_type":"span","marks":[],"text":"Human emotion is not black and white, so there is no black and white answer to how much or how little empathy is right for a situation. Too little empathy in a leader can damage a team, but too much empathy can be just as damaging. Ultimately, a leader often has to make big-picture decisions unfettered by the emotions of others, but the pathway to get to that decision may require varying levels of empathy."}],"markDefs":[],"style":"normal"},{"_key":"025e53852306","_type":"block","children":[{"_key":"bcfc715793410","_type":"span","marks":[],"text":"To create empathetic bonds in your team, you can take a few steps:"}],"markDefs":[],"style":"normal"},{"_key":"efe92534d637","_type":"block","children":[{"_key":"a5445a5443660","_type":"span","marks":["strong"],"text":"1. Listen. "},{"_key":"56b57073eaf0","_type":"span","marks":[],"text":"That sounds simple, but it isn’t. People tend to hear more than listen. Focus on the person who is speaking, clear out any of your own thoughts, and eliminate your defensiveness."}],"markDefs":[],"style":"normal"},{"_key":"b96b3cedbf01","_type":"block","children":[{"_key":"65beca2906520","_type":"span","marks":["strong"],"text":"2. Internalize. "},{"_key":"23d377c352d8","_type":"span","marks":[],"text":"After you’ve listened, see if you are able to put yourself in someone else’s shoes. Feel the range of emotion that person is feeling - in their context - not yours."}],"markDefs":[],"style":"normal"},{"_key":"9117c8ed89a7","_type":"block","children":[{"_key":"ca3a5676d0130","_type":"span","marks":["strong"],"text":"3. Act. "},{"_key":"378fbc784d96","_type":"span","marks":[],"text":"When you have listened clearly and internalized, it’s time to act. Show that person you took the first two steps. Modeling this behavior as well as rewarding it in your team will develop empathy across the board."}],"markDefs":[],"style":"normal"},{"_key":"c9233fcd8713","_type":"block","children":[{"_key":"866841be23d30","_type":"span","marks":["strong"],"text":"** Extra Note: "},{"_key":"55593a742a97","_type":"span","marks":[],"text":"It’s important to know that empathy for another does not require agreement with that person's point of view - it simply requires understanding. This is critical to remember - as it’s quite often that we dismiss the attempt to empathize altogether just because we think someone else is wrong. Remember; facts & figures can be right or wrong - emotions cannot - emotions just are. What someone else feels cannot, and should not be judged; just understood. This fact should give permission for all of us to empathize. **"}],"markDefs":[],"style":"normal"},{"_key":"ba64bcf204e3","_type":"block","children":[{"_key":"e025e300e8630","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5c20ebc98be5","_type":"block","children":[{"_key":"ab0b16a3daef","_type":"span","marks":["strong"],"text":"Simple, Yet Powerful"}],"markDefs":[],"style":"normal"},{"_key":"7e8045da85c4","_type":"block","children":[{"_key":"dfbaa249657e0","_type":"span","marks":[],"text":"Being an effective, empathetic leader may seem daunting. However, once you understand what empathy is, and more importantly, how to develop it, it should become clear — maybe even obvious — that empathy is a key to human relationship, learning, and trust. Empathy is fundamental, especially for leaders. After all, leaders don’t lead organizations, they lead the people that make up the organization."}],"markDefs":[],"style":"normal"},{"_key":"9a2712ab6f45","_type":"block","children":[{"_key":"d07d017667392","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fe5e5bdfc04a","_type":"block","children":[{"_key":"4b34521d25e6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2730c9e2ae4f","_type":"block","children":[{"_key":"9394a4f7a112","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e737c671148d","_type":"contentEditorSpacer","height":100},{"_key":"9d2d2a24b5f5","_type":"block","children":[{"_key":"c2f22517d0a9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"22d5944d0102","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"8e96c8996a0d","_type":"block","children":[{"_key":"fae8c7aa1adb","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2021-11-17","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"425763e0f8f3","_type":"block","children":[{"_key":"3c0c53de5496","_type":"span","marks":[],"text":"Learn to lead with empathy, connect authentically, and empower your team using insights from The Attributes methodology."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-0e75e4fa22a3ead1f7be97abae653caa97bb8b21-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"4d6d331a7705","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"7ec4a5e27b5f","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"40c35fc2f6f1","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"}],"seo":{"_type":"seo","description":"Learn to lead with empathy, connect authentically, and empower your team using insights from The Attributes methodology.","title":"Mastering Empathy: Essential Strategies for Effective Leadership"},"shortDesc":"Learn to lead with empathy, connect authentically, and empower your team using insights from The Attributes methodology.","showAssessmentTool":null,"slug":{"_type":"slug","current":"how-to-become-a-more-empathetic-leader"},"socialSharing":{"desc":"Empathy is a tricky Attribute. Even our own brains sometimes have trouble determining what we should feel or not. While staying attuned to and actively feeling what others are feeling is wired into our system, building and balancing empathy — especially in a team — isn’t always easy. ","image":{"_type":"image","asset":{"_ref":"image-a98b46e798d6c5a1bd4d2b3928841892fcf3bf86-1000x667-png","_type":"reference"}},"title":"Mastering Empathy: Essential Strategies for Effective Leadership"},"title":"Mastering Empathy: Essential Strategies for Effective Leadership","top_banner":{"center_content":"Discover our speaking and consulting packages for your company","left_content":"ATTRIBUTES CONSULTING","link":"/consulting","right_content":"LEARN MORE","show":true}},{"_id":"28074607-abd0-4b18-aac9-1d9fa6646051","author":"Rich Doviney","content":{"_type":"contentEditor","content":[{"_key":"ef89e17238e0","_type":"block","children":[{"_key":"a89a764ad297","_type":"span","marks":[],"text":"Here is one of the most common miscalculations in corporate leadership:"}],"markDefs":[],"style":"normal"},{"_key":"281c73e671e9","_type":"block","children":[{"_key":"0dd11ede79510","_type":"span","marks":[],"text":"You post a job description. You list the requirements: 5+ years of Python, advanced proficiency in Excel, a Master’s degree in Finance. You get a stack of resumes. You interview the ones with the best pedigree. You hire the candidate who checks every box."}],"markDefs":[],"style":"normal"},{"_key":"df4123105852","_type":"block","children":[{"_key":"c804072ae2c30","_type":"span","marks":[],"text":"Six months later, you are firing them."}],"markDefs":[],"style":"normal"},{"_key":"e9f0be70723c","_type":"block","children":[{"_key":"8b4e680607970","_type":"span","marks":[],"text":"Or worse, you "},{"_key":"02a10e0f2c1c","_type":"span","marks":["em"],"text":"want"},{"_key":"3ce0171bf002","_type":"span","marks":[],"text":" to fire them, but you can’t because they are hitting their numbers, even though they are destroying your team’s culture."}],"markDefs":[],"style":"normal"},{"_key":"2875c94cc8dc","_type":"block","children":[{"_key":"2e37e3b7393d0","_type":"span","marks":[],"text":"Why does this happen? Because you fell into the trap of confusing skills with attributes."}],"markDefs":[],"style":"normal"},{"_key":"640ae885fce0","_type":"block","children":[{"_key":"04c588aa2f75","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"21a13db5ec1a","_type":"block","children":[{"_key":"56f7716a0310","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6940ba5952df","_type":"block","children":[{"_key":"ebe5e9a3f0ad0","_type":"span","marks":[],"text":"The Distinction That Matters"}],"markDefs":[],"style":"headline"},{"_key":"a9442154737c","_type":"block","children":[{"_key":"b251e23da4280","_type":"span","marks":[],"text":"In the SEAL Teams, we learned this lesson early on. When we ran selection (BUD/S), we didn't test for how well a candidate could shoot a gun or dive with a rebreather. We didn't care if they were a world-class triathlete."}],"markDefs":[],"style":"normal"},{"_key":"48cc6d196012","_type":"block","children":[{"_key":"3091fbbc9a590","_type":"span","marks":[],"text":"Those are skills."}],"markDefs":[],"style":"normal"},{"_key":"28836d46e66e","_type":"block","children":[{"_key":"3b427810bfd50","_type":"span","marks":["strong"],"text":"Skills are learned."},{"_key":"9862fb8e9d93","_type":"span","marks":[],"text":" They are taught. They are easy to measure, easy to test, and easy to put on a resume. Typing speed, coding languages, accounting principles, driving a car—these are skills."}],"markDefs":[],"style":"normal"},{"_key":"40668b4aec0c","_type":"block","children":[{"_key":"be500b3573400","_type":"span","marks":["strong"],"text":"Attributes are inherent."},{"_key":"017beb1886d9","_type":"span","marks":[],"text":" They are elemental. They inform how we learn skills and, more importantly, how we behave when the environment becomes stressful, challenging, and uncertain."}],"markDefs":[],"style":"normal"},{"_key":"de87666feeb2","_type":"block","children":[{"_key":"ae9cf5bbb9470","_type":"span","marks":[],"text":"I can teach almost anyone how to shoot a gun (Skill)."}],"markDefs":[],"style":"normal"},{"_key":"5d6721388645","_type":"block","children":[{"_key":"ac949edc46d60","_type":"span","marks":[],"text":"I cannot teach them Courage or Patience or Situational Awareness (Attributes)."}],"markDefs":[],"style":"normal"},{"_key":"be70f32ed79b","_type":"block","children":[{"_key":"0c7989d709030","_type":"span","marks":[],"text":"I can teach a manager how to use Asana or Salesforce (Skill)."}],"markDefs":[],"style":"normal"},{"_key":"9611374c30d3","_type":"block","children":[{"_key":"a7390ef0448e0","_type":"span","marks":[],"text":"I cannot teach them Empathy or Accountability (Attributes)."}],"markDefs":[],"style":"normal"},{"_key":"fba255b43a78","_type":"block","children":[{"_key":"7be62cfd87830","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"3a6b216d8598","_type":"block","children":[{"_key":"e1ff91d3121b","_type":"span","marks":["strong"],"text":"The Resu"},{"_key":"a800b0a0f978","_type":"span","marks":[],"text":"me Lie"}],"markDefs":[],"style":"headline"},{"_key":"2f4ab85a4f67","_type":"block","children":[{"_key":"2b9400379471","_type":"span","marks":[],"text":"The problem with the modern hiring process is that it is almost entirely skewed toward skills. A resume is a list of skills and past achievements in known environments. It tells you what a candidate "},{"_key":"e39c7e8e8b75","_type":"span","marks":["em"],"text":"can"},{"_key":"41177f09d04b","_type":"span","marks":[],"text":" do when things are going well."}],"markDefs":[],"style":"normal"},{"_key":"ae283f791168","_type":"block","children":[{"_key":"376982f01fa50","_type":"span","marks":[],"text":"It tells you nothing about who they are when things don’t go as planned."}],"markDefs":[],"style":"normal"},{"_key":"1f445ea177f9","_type":"block","children":[{"_key":"74b7173c97150","_type":"span","marks":[],"text":"And in business, things rarely go as planned."}],"markDefs":[],"style":"normal"},{"_key":"d23e9364df2c","_type":"block","children":[{"_key":"452664df2f840","_type":"span","marks":[],"text":"When you hire for skills, you are making a bet that the future will look exactly like the past. But when uncertainty hits—a market crash, a reorg, a sudden deadline—skills are not enough."}],"markDefs":[],"style":"normal"},{"_key":"a5ec99c2ba92","_type":"block","children":[{"_key":"7857a9c4f10b0","_type":"span","marks":[],"text":"That is when attributes activate."}],"markDefs":[],"style":"normal"},{"_key":"23900496379d","_type":"block","children":[{"_key":"23b396282cc10","_type":"span","marks":[],"text":"If you have a team member with high Adaptability, they don't panic when the strategy pivots; they pivot with it."}],"markDefs":[],"style":"normal"},{"_key":"d886a9da7623","_type":"block","children":[{"_key":"bc449e80ed6b0","_type":"span","marks":[],"text":"If you have a team member with high Learnability, they don't complain that their old skills are obsolete; they metabolize new information instantly."}],"markDefs":[],"style":"normal"},{"_key":"4e7a89975928","_type":"block","children":[{"_key":"f3210c4ba06c0","_type":"span","marks":[],"text":"If you have a team member with high Resilience, they don't quit after a failure; they recover and return to baseline."}],"markDefs":[],"style":"normal"},{"_key":"a59ca2657901","_type":"block","children":[{"_key":"21c919d82cd90","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"ee649c82b50c","_type":"block","children":[{"_key":"9ad60fdecb0b0","_type":"span","marks":[],"text":"Stop Calling Them \"Soft Skills\""}],"markDefs":[],"style":"headline"},{"_key":"fe6469e1b804","_type":"block","children":[{"_key":"e849b02a16860","_type":"span","marks":[],"text":"The corporate world loves to group attributes into the bucket of \"soft skills.\" This is a misnomer. There is nothing soft about them."}],"markDefs":[],"style":"normal"},{"_key":"21ef19a8bd2d","_type":"block","children":[{"_key":"2b16750aa8090","_type":"span","marks":[],"text":"Decisiveness is not soft. Resilience is not soft."}],"markDefs":[],"style":"normal"},{"_key":"082e1fd3ac44","_type":"block","children":[{"_key":"b83345feaada0","_type":"span","marks":[],"text":"In fact, attributes are the most durable currency in your organization. Skills have a half-life. The coding language that is popular today might be obsolete in five years. But Curiosity and Open-Mindedness? Those never depreciate."}],"markDefs":[],"style":"normal"},{"_key":"912323bbdbb4","_type":"block","children":[{"_key":"f6c888fb141d0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"09cf32ae7e58","_type":"block","children":[{"_key":"5a0087ad6ace0","_type":"span","marks":[],"text":"The Manager’s Mandate"}],"markDefs":[],"style":"headline"},{"_key":"6101d3fb50e8","_type":"block","children":[{"_key":"d29e8cb4c4870","_type":"span","marks":[],"text":"If you are a leader, your job is not just to manage workflow; it is to manage human performance. That requires a shift in how you evaluate talent."}],"markDefs":[],"style":"normal"},{"_key":"fefd65241dd0","_type":"block","children":[{"_key":"9ee9671b9750","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f57e58bcadef","_type":"block","children":[{"_key":"6a454312ddbc","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"69e9f62cbc7e","_type":"block","children":[{"_key":"e37f4ab577290","_type":"span","marks":["strong"],"text":"1. Stop looking for unicorns."}],"markDefs":[],"style":"normal"},{"_key":"24264bbab8f1","_type":"block","children":[{"_key":"a2cf962f73aa0","_type":"span","marks":[],"text":"You will rarely find a candidate with perfect skills and perfect attributes. Prioritize the attributes. If a candidate has high Learnability and high Drive (specifically Self-Efficacy and Discipline), they will learn the skills they lack faster than you expect."}],"markDefs":[],"style":"normal"},{"_key":"b36969d0d8c6","_type":"block","children":[{"_key":"466995f9bd45","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cb34e4d6de81","_type":"block","children":[{"_key":"640ac1433af7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"99eb90175b47","_type":"block","children":[{"_key":"6b5b3ed8bce20","_type":"span","marks":["strong"],"text":"2. Audit your \"Fireable Offenses\" and recognize your “Secret Sauce.”"}],"markDefs":[],"style":"normal"},{"_key":"e5baf74e8495","_type":"block","children":[{"_key":"0a8cf5ac90e00","_type":"span","marks":[],"text":"Look at the last three people who didn't work out in your organization. Did you let them go because they didn't know how to use the software? Probably not. You let them go because they lacked Integrity, or they had low Emotional Awareness and nuked a client relationship. Look at the most outstanding representatives of your organization’s culture. They are not “the best” just because of the numbers they might put up, their top performance stems from things like their perseverance, courage, or empathy. These are the behaviors that you actually just top performance on."}],"markDefs":[],"style":"normal"},{"_key":"6417e49037b8","_type":"block","children":[{"_key":"e16b5d13e33d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"de539e2b0da2","_type":"block","children":[{"_key":"a37a66b63820","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7cc16604a418","_type":"block","children":[{"_key":"90b77a36fba50","_type":"span","marks":["strong"],"text":"3. Ask different questions."}],"markDefs":[],"style":"normal"},{"_key":"5688d61dd554","_type":"block","children":[{"_key":"d3e6b88027e80","_type":"span","marks":[],"text":"Stop asking, \"Can you use Excel?\" Start asking, \"Tell me about a time you failed and how you recovered.\" Look for the Humility to admit the mistake and the Resilience to bounce back."}],"markDefs":[],"style":"normal"},{"_key":"4465716db19c","_type":"block","children":[{"_key":"bb738e8f68860","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"4a33ca0a4a4f","_type":"block","children":[{"_key":"386ef536ea0d0","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"2fa6c291d617","_type":"block","children":[{"_key":"396ad9d5f4970","_type":"span","marks":[],"text":"Skills tell you what a person can do. Attributes tell you who a person is."}],"markDefs":[],"style":"normal"},{"_key":"b5a48cf3d4e3","_type":"block","children":[{"_key":"2a4571ec88120","_type":"span","marks":[],"text":"You can send an employee to a weekend workshop to learn a new software. You cannot send them to a weekend workshop to learn selflessness."}],"markDefs":[],"style":"normal"},{"_key":"c48f4e971083","_type":"block","children":[{"_key":"5551ca0665780","_type":"span","marks":[],"text":"Hire the human, teach the skill."}],"markDefs":[],"style":"normal"},{"_key":"f70932d05b59","_type":"block","children":[{"_key":"fa0d718d5f160","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"66163d5342ca","_type":"contentEditorSpacer","height":100},{"_key":"61f571d30d6e","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"bfd26b52bd22","_type":"block","children":[{"_key":"d57bf1c21c68","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0748c07f0694","_type":"block","children":[{"_key":"ab82eee4e43a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2026-01-19","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"694fef7fda5b","_type":"block","children":[{"_key":"6666babcdbb5","_type":"span","marks":[],"text":"Here is one of the most common miscalculations in corporate leadership: You post a job description. You list the requirements: 5+ years of Python, advanced proficiency in Excel, a Master’s degree in Finance. You get a stack of resumes. You interview the ones with the best pedigree. You hire the candidate who checks every box. Six months later, you are firing them. Or worse, you want to fire them, but you can’t because they are hitting their numbers, even though they are destroying your team’s culture."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-fa1a8d55b61f38aead7629bb02d42d921c2ef8f4-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"d25e8ad21892","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"},{"_key":"4e6496da34aa","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"},{"_key":"65c2976f33f5","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"}],"seo":{"_type":"seo","description":"Here is one of the most common miscalculations in corporate leadership: You post a job description. You list the requirements: 5+ years of Python, advanced proficiency in Excel, a Master’s degree in Finance. You get a stack of resumes. You interview the ones with the best pedigree. You hire the candidate who checks every box. Six months later, you are firing them. Or worse, you want to fire them, but you can’t because they are hitting their numbers, even though they are destroying your team’s culture.","title":"The Resume Paradox: Hired for Skills, Fired for Behavior"},"shortDesc":"Here is one of the most common miscalculations in corporate leadership: You post a job description. You list the requirements: 5+ years of Python, advanced proficiency in Excel, a Master’s degree in Finance. You get a stack of resumes. You interview the ones with the best pedigree. You hire the candidate who checks every box. Six months later, you are firing them. Or worse, you want to fire them, but you can’t because they are hitting their numbers, even though they are destroying your team’s culture.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-resume-paradox-hired-for-skills-fired-for-behavior"},"socialSharing":{"desc":"Here is one of the most common miscalculations in corporate leadership: You post a job description. You list the requirements: 5+ years of Python, advanced proficiency in Excel, a Master’s degree in Finance. You get a stack of resumes. You interview the ones with the best pedigree. You hire the candidate who checks every box. Six months later, you are firing them. Or worse, you want to fire them, but you can’t because they are hitting their numbers, even though they are destroying your team’s culture.","image":{"_type":"image","asset":{"_ref":"image-b5ac37a22acf78ab54e30d60074bf8f0bbda85f0-1000x667-png","_type":"reference"}},"title":"The Resume Paradox: Hired for Skills, Fired for Behavior"},"title":"The Resume Paradox: Hired for Skills, Fired for Behavior","top_banner":null},{"_id":"28135aad-6d87-49f2-bf53-1b2b21c88b53","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"045450402bdd","_type":"block","children":[{"_key":"7f6260e523ba","_type":"span","marks":[],"text":"In today’s business environment, 60% of people are “emotionally detached” at work (Gallup) and 40% of U.S. workers are considering quitting their jobs (McKinsey)."}],"markDefs":[],"style":"normal"},{"_key":"dd243e7ea16e","_type":"block","children":[{"_key":"92ba333516000","_type":"span","marks":[],"text":"Why might this be? And what can we do about it?"}],"markDefs":[],"style":"normal"},{"_key":"b01dd7eb8ead","_type":"block","children":[{"_key":"dcc7f23655df0","_type":"span","marks":[],"text":"Well, have you seen the movie "},{"_key":"dcc7f23655df1","_type":"span","marks":["em"],"text":"Cars"},{"_key":"dcc7f23655df2","_type":"span","marks":[],"text":"?"}],"markDefs":[],"style":"normal"},{"_key":"3e3f239a2d35","_type":"block","children":[{"_key":"4005681974110","_type":"span","marks":[],"text":"Bear with me."}],"markDefs":[],"style":"normal"},{"_key":"40977f82ef8f","_type":"block","children":[{"_key":"f93e942b2e210","_type":"span","marks":[],"text":"In "},{"_key":"f93e942b2e211","_type":"span","marks":["em"],"text":"Cars, "},{"_key":"f93e942b2e212","_type":"span","marks":[],"text":"every automobile is a different type. Some are SUVs, some are Ferraris, some are Jeeps. There is no judgment between different kinds of cars, Jeeps can do things Ferraris can’t do, and vice versa.  They’re all just suited to different kinds of tracks."}],"markDefs":[],"style":"normal"},{"_key":"148b5fb2c07f","_type":"block","children":[{"_key":"ddd3bc5bce430","_type":"span","marks":[],"text":"This analogy applies to humans as well - while we are all Homo Sapiens, each one of us has different qualities that make us unique.  In short, some of us are Jeeps and some of us are Ferraris - and understanding what we are (the qualities that make us unique) gives us a clue as to what the best track is for us."}],"markDefs":[],"style":"normal"},{"_key":"b3514675bade","_type":"block","children":[{"_key":"a1aedc9f88820","_type":"span","marks":[],"text":"Applying this idea of best fit to the workplace is one of the major keys to employee satisfaction, and therefore reducing disengagement and quitting."}],"markDefs":[],"style":"normal"},{"_key":"9665370e0e66","_type":"block","children":[{"_key":"1bdc2934f8150","_type":"span","marks":[],"text":"Here’s how it works:"}],"markDefs":[],"style":"normal"},{"_key":"ee9d1698628b","_type":"block","children":[{"_key":"ef023579104a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"028b98a2aa3a","_type":"block","children":[{"_key":"e170e7cc69cf0","_type":"span","marks":["strong"],"text":"Employee satisfaction and role matching"}],"markDefs":[],"style":"normal"},{"_key":"61ea3c327c86","_type":"block","children":[{"_key":"81d2d8bee6680","_type":"span","marks":[],"text":"Imagine being a Ferrari and trying to race on a gravelly, crater-filled track built for Jeeps. Frustrating, right?"}],"markDefs":[],"style":"normal"},{"_key":"7ce7365fa565","_type":"block","children":[{"_key":"fe45a22015a40","_type":"span","marks":[],"text":"Placing employees on the wrong track—i.e. expecting them to perform well in roles to which they aren’t optimally suited—creates friction and dissatisfaction. This puts your team at serious risk of several downstream issues: low performance, disengagement, and turnover, to name a few."}],"markDefs":[],"style":"normal"},{"_key":"71b256bbfc94","_type":"block","children":[{"_key":"fb62f7df80740","_type":"span","marks":[],"text":"One of the most significant things you can do to mitigate these risks is to optimize the fit between employees and roles."}],"markDefs":[],"style":"normal"},{"_key":"20b94229476c","_type":"block","children":[{"_key":"e5c772a78da70","_type":"span","marks":[],"text":"The question remains: "},{"_key":"e5c772a78da71","_type":"span","marks":["em"],"text":"how? "},{"_key":"e5c772a78da72","_type":"span","marks":[],"text":"Plenty of managers think they’re getting it right. But to truly optimize fit, you need the attributes.\n"}],"markDefs":[],"style":"normal"},{"_key":"39620d2496c1","_type":"block","children":[{"_key":"dce4cdbad7e20","_type":"span","marks":["strong"],"text":"Understanding the attributes for employee satisfaction"}],"markDefs":[],"style":"normal"},{"_key":"91d61cc697be","_type":"block","children":[{"_key":"4ad6eb165f660","_type":"span","marks":[],"text":"Every team or organization requires a different set of attributes: for example, teams of doctors, construction workers, or teachers all have different attribute profiles. Additionally, every role on a team has another subset of required attributes. Consider an Executive team: the specific attributes needed to be a CEO are going to be a bit different than the ones required for a COO, CFO, or HR Director. As such, an individual who fits perfectly into an HR Director role might actually fail as a CFO."}],"markDefs":[],"style":"normal"},{"_key":"5d4d7377080c","_type":"block","children":[{"_key":"f2680b7901c70","_type":"span","marks":[],"text":"To optimize satisfaction and performance on your team, do four key things:"}],"markDefs":[],"style":"normal"},{"_key":"7be77cf66248","_type":"block","children":[{"_key":"9ecf2142d1fa0","_type":"span","marks":[],"text":"Learn the specific attributes required for your team or organization (the master list) and then for each of the specific roles."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f33d1197fc23","_type":"block","children":[{"_key":"6d93b8063f840","_type":"span","marks":[],"text":"Get to know the attributes of each of your people."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6e117102a158","_type":"block","children":[{"_key":"0f446cfcba3f0","_type":"span","marks":[],"text":"Match team members to roles accordingly."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"cd448a74e4bf","_type":"block","children":[{"_key":"b56a7fa7a6d40","_type":"span","marks":[],"text":"Evaluate performance based on attribute matching, and revise roles as needed."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"770b26630564","_type":"block","children":[{"_key":"fda50b346a2a0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c35eef6b0a84","_type":"block","children":[{"_key":"b18ab6bf91320","_type":"span","marks":[],"text":"Identifying and continually revising attribute fit is one of the most effective ways to optimize satisfaction—and subsequently time, profit, and performance—on your teams."}],"markDefs":[],"style":"normal"},{"_key":"ff04ff3cbbab","_type":"block","children":[{"_key":"8b5eea654abb0","_type":"span","marks":[],"text":"For example: at one point during my Navy SEAL career I was in charge of a supply team. Half of the team worked on future projects and half worked on administrative tasks. One of the future project's team members was underperforming and seemed dissatisfied. Upon sitting down with her I quickly realized that her unique attributes made her much better suited to the administrative team."}],"markDefs":[],"style":"normal"},{"_key":"7120211b1814","_type":"block","children":[{"_key":"5865d4a30c460","_type":"span","marks":[],"text":"All I did was swap her over to that team, and her performance (and satisfaction) immediately went through the roof. As a direct result, the whole team’s performance (and morale) improved."}],"markDefs":[],"style":"normal"},{"_key":"b0bd2148ea58","_type":"block","children":[{"_key":"487ee9d86b350","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"89172326f418","_type":"block","children":[{"_key":"56192758b3dd0","_type":"span","marks":["strong"],"text":"More attributes know-how"}],"markDefs":[],"style":"normal"},{"_key":"da17142f06f4","_type":"block","children":[{"_key":"ad28e861c8c00","_type":"span","marks":[],"text":"Skills can always be taught, but attributes can’t. So diving into attributes and using them to properly place, manage, and lead your employees is crucial for optimizing both satisfaction and performance."}],"markDefs":[],"style":"normal"}]},"date":"2023-06-01","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"f976eca4bb91","_type":"block","children":[{"_key":"91491422a3c4","_type":"span","marks":[],"text":"Placing employees on the wrong track—i.e, expecting them to perform well in roles to which they aren’t optimally suited—creates friction and dissatisfaction. This puts your team at serious risk of several downstream issues: low performance, disengagement, and turnover, to name a few."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-13f7717ae159c9d0346a6c2a8f9af83ba525c326-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"918916b52b38","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"},{"_key":"e05395b086b7","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"},{"_key":"4a3b3dcb45be","_ref":"ea751e6d-2a5e-4141-acc3-8dcd92c4cf7c","_type":"reference"}],"seo":{"_type":"seo","description":"Discover how to enhance employee satisfaction & reduce turnover by aligning individual strengths with the right roles. Learn more!","title":"Boost Employee Satisfaction & Curb Turnover: Optimize Team Role Fit Today!"},"shortDesc":"Placing employees on the wrong track—i.e, expecting them to perform well in roles to which they aren’t optimally suited—creates friction and dissatisfaction. This puts your team at serious risk of several downstream issues: low performance, disengagement, and turnover, to name a few.","showAssessmentTool":null,"slug":{"_type":"slug","current":"increase-employee-satisfaction-and-reduce-quitting"},"socialSharing":{"desc":"Placing employees on the wrong track—i.e, expecting them to perform well in roles to which they aren’t optimally suited—creates friction and dissatisfaction. This puts your team at serious risk of several downstream issues: low performance, disengagement, and turnover, to name a few.","image":{"_type":"image","asset":{"_ref":"image-6266f309d43f3a5db4a034d0c9d4023118a3bb2c-1000x667-png","_type":"reference"}},"title":"Increase Employee Satisfaction and Reduce Quitting"},"title":"Increase Employee Satisfaction and Reduce Quitting","top_banner":{"center_content":";","left_content":";","link":";","right_content":";","show":false}},{"_id":"28b9cb4c-ec81-4836-8380-00da8e8d2c8a","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"5574e3727fe4","_type":"block","children":[{"_key":"ecf221733814","_type":"span","marks":[],"text":"The Misdiagnosis Leaders Keep Making"}],"markDefs":[],"style":"headline"},{"_key":"784a74cc14ca","_type":"block","children":[{"_key":"f3e241a81a110","_type":"span","marks":[],"text":"When leaders say they have a communication problem, what they’re usually describing is a breakdown in alignment. Messages aren’t landing, priorities feel unclear, and execution is uneven. The instinctive response is to increase communication—more meetings, more updates, more messaging."}],"markDefs":[],"style":"normal"},{"_key":"217ec62f985f","_type":"block","children":[{"_key":"9c5a76db92440","_type":"span","marks":[],"text":"But volume doesn’t fix the issue."}],"markDefs":[],"style":"normal"},{"_key":"41c5c7bd524f","_type":"block","children":[{"_key":"36c32acf9cec0","_type":"span","marks":[],"text":"Because most teams are not confused."}],"markDefs":[],"style":"normal"},{"_key":"39695104b1be","_type":"block","children":[{"_key":"fd464ad9bac70","_type":"span","marks":[],"text":"They are unconvinced."}],"markDefs":[],"style":"normal"},{"_key":"4108754770a8","_type":"block","children":[{"_key":"b26c75f438c70","_type":"span","marks":[],"text":"What leaders often interpret as a communication gap is, in reality, a trust fracture—specifically a breakdown in Consistency and Character. And no amount of messaging will repair that if the underlying behavior doesn’t change."}],"markDefs":[],"style":"normal"},{"_key":"aa7c0553eaef","_type":"block","children":[{"_key":"732a2bbf1a120","_type":"span","marks":[],"text":"Trust, as defined in the framework, is not a feeling. It is a belief formed through observing behavior over time."}],"markDefs":[],"style":"normal"},{"_key":"93200e44bf50","_type":"block","children":[{"_key":"20aaf1634ba70","_type":"span","marks":[],"text":"And when that observed behavior becomes inconsistent, trust begins to erode—quietly at first, then all at once."}],"markDefs":[],"style":"normal"},{"_key":"e6b74a3bb654","_type":"block","children":[{"_key":"c9ae0d9daeb4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"58762f2a1e30","_type":"block","children":[{"_key":"4354d6110ff3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f746fde256a5","_type":"block","children":[{"_key":"3819a543edca0","_type":"span","marks":[],"text":"Trust Is Built on What You Do, Not What You Say"}],"markDefs":[],"style":"headline"},{"_key":"c7f13c4c448d","_type":"block","children":[{"_key":"cd74a4d6452e0","_type":"span","marks":[],"text":"Every leader operates inside four domains of trust: Competency, Consistency, Character, and Compassion."}],"markDefs":[],"style":"normal"},{"_key":"4990a267cb22","_type":"block","children":[{"_key":"370dcc75bcce0","_type":"span","marks":[],"text":"Most leaders focus heavily on Competency. They ensure they are capable, informed, and decisive. Some focus on Compassion, especially in modern leadership conversations. Fewer pay sustained attention to Consistency and Character."}],"markDefs":[],"style":"normal"},{"_key":"3c6ceed533a0","_type":"block","children":[{"_key":"a7cd33f3d55d0","_type":"span","marks":[],"text":"But those two are where trust stabilizes—or fractures."}],"markDefs":[],"style":"normal"},{"_key":"72132e00130d","_type":"block","children":[{"_key":"d93dfad13ace0","_type":"span","marks":[],"text":"Consistency answers the question: "},{"_key":"e0fcd35e2db0","_type":"span","marks":["em"],"text":"Can I rely on you to behave the same way over time?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"afb1b34540c3","_type":"block","children":[{"_key":"246acb9430d9","_type":"span","marks":[],"text":"Character answers the question: "},{"_key":"1c27120b64c0","_type":"span","marks":["em"],"text":"Will you do the right thing, even when it’s inconvenient?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b633b15e4043","_type":"block","children":[{"_key":"5090bfdbe8450","_type":"span","marks":[],"text":"When those two are misaligned, the team doesn’t struggle to "},{"_key":"2ea5af8ad1dc","_type":"span","marks":["em"],"text":"understand"},{"_key":"77e0f402921b","_type":"span","marks":[],"text":" "},{"_key":"78ed59b04faf","_type":"span","marks":[],"text":"the message. They struggle to "},{"_key":"f74ee7a88a06","_type":"span","marks":["em"],"text":"believe"},{"_key":"4c99a1379d7d","_type":"span","marks":[],"text":" it."}],"markDefs":[],"style":"normal"},{"_key":"9f36bee8dfe6","_type":"block","children":[{"_key":"4f3b10fd3b880","_type":"span","marks":[],"text":"If a leader says accountability matters but selectively enforces standards, the inconsistency becomes the signal. If a leader speaks about values but compromises them under pressure, the gap in character becomes visible."}],"markDefs":[],"style":"normal"},{"_key":"be4f8fc57b83","_type":"block","children":[{"_key":"9dd117d4ac160","_type":"span","marks":[],"text":"And once people see that gap, they adjust their behavior accordingly."}],"markDefs":[],"style":"normal"},{"_key":"a293b3f5e16a","_type":"block","children":[{"_key":"bcf9ced788310","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"f65328ea57d8","_type":"block","children":[{"_key":"cb5632ed70f40","_type":"span","marks":[],"text":"The Biology of Inconsistency"}],"markDefs":[],"style":"headline"},{"_key":"3a02843e82b6","_type":"block","children":[{"_key":"04ef84a0165b0","_type":"span","marks":[],"text":"There is a biological layer to this that leaders often underestimate."}],"markDefs":[],"style":"normal"},{"_key":"8f5780b6b2d3","_type":"block","children":[{"_key":"31539829fb300","_type":"span","marks":[],"text":"Humans are wired to scan for patterns. Predictability reduces cognitive load. When behavior is consistent, the brain can relax its vigilance. It knows what to expect, and that stability creates psychological safety."}],"markDefs":[],"style":"normal"},{"_key":"822d7e893c2c","_type":"block","children":[{"_key":"25847b47ca350","_type":"span","marks":[],"text":"When behavior becomes inconsistent, the opposite happens."}],"markDefs":[],"style":"normal"},{"_key":"7d8c6b7d62c6","_type":"block","children":[{"_key":"7a13fc9e1ac30","_type":"span","marks":[],"text":"The brain shifts into a low-level threat response. It starts asking: "},{"_key":"dc101a166c7f","_type":"span","marks":["em"],"text":"What version of this leader am I going to get today? Are the rules stable, or do they change depending on pressure, mood, or audience?"}],"markDefs":[],"style":"normal"},{"_key":"e6807823ce81","_type":"block","children":[{"_key":"d72a8717fbdf0","_type":"span","marks":[],"text":"That uncertainty forces people to hedge. They spend energy reading signals instead of executing tasks. They become cautious, political, and self-protective."}],"markDefs":[],"style":"normal"},{"_key":"0bf8a985bd6e","_type":"block","children":[{"_key":"38a8b9ce1f6d0","_type":"span","marks":[],"text":"From the outside, this can look like disengagement or poor communication."}],"markDefs":[],"style":"normal"},{"_key":"f080b9be779d","_type":"block","children":[{"_key":"b166a66efe4a0","_type":"span","marks":[],"text":"But underneath, it is a rational response to unpredictability."}],"markDefs":[],"style":"normal"},{"_key":"33f8ed578ae1","_type":"block","children":[{"_key":"32827738f8660","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"24e13aab7199","_type":"block","children":[{"_key":"7d85fe6bdf8f0","_type":"span","marks":[],"text":"Small Inconsistencies, Big Consequences"}],"markDefs":[],"style":"headline"},{"_key":"ad38311015b7","_type":"block","children":[{"_key":"60fcc580121a0","_type":"span","marks":[],"text":"What makes this dynamic dangerous is that the breakdown rarely comes from a single large event. It comes from small, repeated inconsistencies."}],"markDefs":[],"style":"normal"},{"_key":"ce95d16ac2c3","_type":"block","children":[{"_key":"53647812d9630","_type":"span","marks":[],"text":"A missed follow-through on a stated priority."},{"_key":"53647812d9631","_type":"span","marks":[],"text":""},{"_key":"53647812d9632","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f0878c2c8e57","_type":"block","children":[{"_key":"0775a180d63f","_type":"span","marks":[],"text":"A standard enforced for one person but not another."},{"_key":"53647812d9633","_type":"span","marks":[],"text":""},{"_key":"53647812d9634","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9487cd42125f","_type":"block","children":[{"_key":"9947f20852c0","_type":"span","marks":[],"text":"A value emphasized publicly but ignored privately."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2aa44f9a595e","_type":"block","children":[{"_key":"bfb089ae3c9c0","_type":"span","marks":[],"text":"Each of these moments is a small data point. On its own, it seems insignificant. But trust is built—and broken—through accumulated evidence."}],"markDefs":[],"style":"normal"},{"_key":"68d8684fad3c","_type":"block","children":[{"_key":"5c8fe630bf9f0","_type":"span","marks":[],"text":"Over time, those micro-breaches create a pattern."}],"markDefs":[],"style":"normal"},{"_key":"c6c280313648","_type":"block","children":[{"_key":"40919dc8c9390","_type":"span","marks":[],"text":"And once the pattern is established, communication begins to lose its power. Leaders can say the right things, articulate clear strategies, and reinforce priorities—but the team is no longer listening to the words."}],"markDefs":[],"style":"normal"},{"_key":"895017957423","_type":"block","children":[{"_key":"e200f3cea86d0","_type":"span","marks":[],"text":"They are watching the behavior."}],"markDefs":[],"style":"normal"},{"_key":"fd2c4d98ce1f","_type":"block","children":[{"_key":"5f56b1223e73","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7cb3159f5d40","_type":"block","children":[{"_key":"e4d03dd99a07","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"959f0ac73388","_type":"block","children":[{"_key":"7482ef4c55210","_type":"span","marks":[],"text":"Why More Communication Makes It Worse"}],"markDefs":[],"style":"headline"},{"_key":"30f4263ec5c6","_type":"block","children":[{"_key":"3fb8217ca47d0","_type":"span","marks":[],"text":"When leaders sense misalignment, the instinct is to increase communication. More clarity, more repetition, more explanation."}],"markDefs":[],"style":"normal"},{"_key":"914f4f82d0b2","_type":"block","children":[{"_key":"836bc697950c0","_type":"span","marks":[],"text":"But if the underlying issue is inconsistency, more communication can actually amplify the problem."}],"markDefs":[],"style":"normal"},{"_key":"21f64943b60f","_type":"block","children":[{"_key":"6aa11724697f0","_type":"span","marks":[],"text":"Every new message becomes another opportunity for the team to compare words against actions. If those don’t match, the gap becomes more visible, not less."}],"markDefs":[],"style":"normal"},{"_key":"1cdef829aeeb","_type":"block","children":[{"_key":"48b8c39ebcb70","_type":"span","marks":[],"text":"At that point, communication doesn’t restore trust—it highlights its absence."}],"markDefs":[],"style":"normal"},{"_key":"f75716492172","_type":"block","children":[{"_key":"f17b35a4e6cc0","_type":"span","marks":[],"text":"This is why some organizations communicate constantly and still feel misaligned. The issue is not the message. It is the credibility of the messenger."}],"markDefs":[],"style":"normal"},{"_key":"c4111e3c7a3d","_type":"block","children":[{"_key":"0ceea25811230","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"4b7cba942956","_type":"block","children":[{"_key":"466361eb68790","_type":"span","marks":[],"text":"The Leadership Discipline of Consistency"}],"markDefs":[],"style":"headline"},{"_key":"7b24c0f998e1","_type":"block","children":[{"_key":"4629321cc3e20","_type":"span","marks":[],"text":"Fixing this does not require more sophisticated communication strategies. It requires behavioral discipline."}],"markDefs":[],"style":"normal"},{"_key":"db4121e1744a","_type":"block","children":[{"_key":"693ba5210e690","_type":"span","marks":[],"text":"Consistency is built through small, repeatable actions over time. It means enforcing standards evenly, following through on commitments, and aligning decisions with stated priorities—even when it is inconvenient."}],"markDefs":[],"style":"normal"},{"_key":"555be908db2a","_type":"block","children":[{"_key":"2479a83294480","_type":"span","marks":[],"text":"Character reinforces that consistency. It shows up when leaders make decisions that align with shared values, especially under pressure."}],"markDefs":[],"style":"normal"},{"_key":"a76ecdf9809c","_type":"block","children":[{"_key":"f076e394ce070","_type":"span","marks":[],"text":"Together, these two elements create predictability."}],"markDefs":[],"style":"normal"},{"_key":"db3123d05236","_type":"block","children":[{"_key":"8399ed8f29040","_type":"span","marks":[],"text":"And predictability is what stabilizes teams."}],"markDefs":[],"style":"normal"},{"_key":"860677e56a8c","_type":"block","children":[{"_key":"74f3264913860","_type":"span","marks":[],"text":"In high-performing environments, people do not need perfect leaders. They need "},{"_key":"e2392bec4372","_type":"span","marks":["strong"],"text":"reliable"},{"_key":"4ac071b30060","_type":"span","marks":[],"text":" ones. Leaders whose actions can be anticipated, whose standards do not shift, and whose decisions align with the things they say matter most."}],"markDefs":[],"style":"normal"},{"_key":"be9e2e1de8cc","_type":"block","children":[{"_key":"8b3bd3876d9b0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"076737846e5c","_type":"block","children":[{"_key":"d5b16bee22540","_type":"span","marks":[],"text":"The Leadership Shift: From Messaging to Behavior"}],"markDefs":[],"style":"headline"},{"_key":"dfcee4005084","_type":"block","children":[{"_key":"9f169360655c0","_type":"span","marks":[],"text":"If your team feels misaligned, before adding another meeting or refining another message, pause and look at your own patterns."}],"markDefs":[],"style":"normal"},{"_key":"c58f20b42681","_type":"block","children":[{"_key":"8765873590470","_type":"span","marks":[],"text":"Are your standards applied consistently across people and situations?"},{"_key":"8765873590471","_type":"span","marks":[],"text":""},{"_key":"8765873590472","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9bd36b979fe5","_type":"block","children":[{"_key":"597d19e9d547","_type":"span","marks":[],"text":"Do your actions reinforce the priorities you communicate?"},{"_key":"8765873590473","_type":"span","marks":[],"text":""},{"_key":"8765873590474","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3096a6d185b2","_type":"block","children":[{"_key":"40be83817a36","_type":"span","marks":[],"text":"Are your decisions aligned with the values you expect others to follow?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"30ee74295c89","_type":"block","children":[{"_key":"f0222bb17b340","_type":"span","marks":[],"text":"Because your team is already receiving your message."}],"markDefs":[],"style":"normal"},{"_key":"6c686d031ea8","_type":"block","children":[{"_key":"7f97a96f26fd0","_type":"span","marks":[],"text":"It just may not be the one you think you’re sending."}],"markDefs":[],"style":"normal"},{"_key":"f8eb11d8b891","_type":"block","children":[{"_key":"737aa6acb8760","_type":"span","marks":[],"text":"Clarity does not come from what you say. It comes from what you repeatedly do."}],"markDefs":[],"style":"normal"},{"_key":"769a71e57edb","_type":"block","children":[{"_key":"1f6d1ed66d7b0","_type":"span","marks":[],"text":"And when Consistency and Character are aligned, communication becomes almost secondary. The message is embedded in behavior. The team no longer has to interpret intent—they can see it."}],"markDefs":[],"style":"normal"},{"_key":"3a810a4f7771","_type":"block","children":[{"_key":"ec91657aae500","_type":"span","marks":[],"text":"That is when trust stabilizes."}],"markDefs":[],"style":"normal"},{"_key":"06c33b7fb27b","_type":"block","children":[{"_key":"001863ac0d280","_type":"span","marks":[],"text":"And when trust stabilizes, execution follows."},{"_key":"7c2c0b6584e00","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"21430f2ed452","_type":"contentEditorSpacer","height":100},{"_key":"afd2eb11828c","_type":"block","children":[{"_key":"c89a61ef0811","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6fe22271094d","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-04-06","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d9b5b0ee0860","_type":"block","children":[{"_key":"9f1c10d85635","_type":"span","marks":[],"text":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-9d1b7c2b6787815df3112c0b8909a1ed8c61c282-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"2d21ca9fa9f7","_ref":"4cfc0246-b564-47ce-a264-f3e45d5c3137","_type":"reference"},{"_key":"69bebafb4b97","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"4f7ddc0c15b1","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"}],"seo":{"_type":"seo","description":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","title":"You Don’t Have a Communication Problem — You Have a Consistency Problem"},"shortDesc":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","showAssessmentTool":null,"slug":{"_type":"slug","current":"you-don-t-have-a-communication-problem-you-have-a-consistency-problem"},"socialSharing":{"desc":"When leaders feel like they have a communication problem, the instinct is to increase messaging, more meetings, more updates, more clarity. But the issue often isn’t what’s being said. It’s what’s being observed. When actions and words don’t align, teams don’t get confused, they stop believing. And once that happens, communication loses its power. The real driver of alignment isn’t messaging, it’s consistency. Read the full article to understand why behavior, not communication, is what builds trust and drives execution.","image":{"_type":"image","asset":{"_ref":"image-684920df5a215a81af5e852a692f8970e899fd0c-1000x667-png","_type":"reference"}},"title":"You Don’t Have a Communication Problem — You Have a Consistency Problem"},"title":"You Don’t Have a Communication Problem — You Have a Consistency Problem","top_banner":null},{"_id":"3980426a-aa2d-4306-958f-fd14df2a5ec4","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"22af00af6b58","_type":"block","children":[{"_key":"055b802d530e","_type":"span","marks":[],"text":""},{"_key":"397dd95bf711","_type":"span","marks":[],"text":"Most performance reviews are stuck in the past. They focus on "},{"_key":"41ae0628f069","_type":"span","marks":["em"],"text":"what"},{"_key":"72f4b0cbfa7e","_type":"span","marks":[],"text":" someone did: They tally up outputs, track project completions, and check boxes for quarterly goals. But here’s the truth:"}],"markDefs":[],"style":"normal"},{"_key":"bb9914394b69","_type":"block","children":[{"_key":"0ddbdf82520b0","_type":"span","marks":["strong"],"text":"What someone did doesn’t necessarily tell you what they’re capable of doing next."}],"markDefs":[],"style":"normal"},{"_key":"355c5414e06a","_type":"block","children":[{"_key":"ac7ffec2b8c70","_type":"span","marks":[],"text":"And that’s the core problem. Because in a world defined by rapid change, compressed timelines, and surprise curveballs, it’s not only past performance that drives future success—it’s"},{"_key":"be09be4759f7","_type":"span","marks":["em"],"text":" what attributes showed up"},{"_key":"191c01619117","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"b81d372b18ba","_type":"block","children":[{"_key":"72401370f7a00","_type":"span","marks":[],"text":"Let me break it down."}],"markDefs":[],"style":"normal"},{"_key":"3694218d6c3d","_type":"block","children":[{"_key":"c7e801d928af","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"231d4db283c4","_type":"block","children":[{"_key":"375086f6e698","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"879626eac961","_type":"block","children":[{"_key":"5dd7e40e3d54","_type":"span","marks":[],"text":"Skills Show Up When Things Go Right. Attributes Show Up When They Don’t."}],"markDefs":[],"style":"headline"},{"_key":"8c0c12cd022f","_type":"block","children":[{"_key":"82e70007bb18","_type":"span","marks":[],"text":"Skills are visible, teachable, and measurable. They show up in known environments—when the path is clear, the resources are there, and the plan is intact."}],"markDefs":[],"style":"normal"},{"_key":"9e7120c40f0f","_type":"block","children":[{"_key":"3b777ecea6c80","_type":"span","marks":[],"text":"But we don’t grow in those moments. And we certainly don’t evaluate true potential there."}],"markDefs":[],"style":"normal"},{"_key":"4608c793b575","_type":"block","children":[{"_key":"f296ab44fa660","_type":"span","marks":["strong"],"text":"Attributes are different."}],"markDefs":[],"style":"normal"},{"_key":"e71f519461e4","_type":"block","children":[{"_key":"0f82c4351ad00","_type":"span","marks":[],"text":"Attributes show up when things go sideways—when stress spikes, uncertainty looms, and the plan is on fire. They determine how a person behaves when the environment demands more than the playbook has to offer."}],"markDefs":[],"style":"normal"},{"_key":"717754f289f0","_type":"block","children":[{"_key":"42e3c8abdefb0","_type":"span","marks":[],"text":"Want to know who your future leaders are? Who will rise when pressure mounts? Who adapts, pivots, and carries the team through chaos?"}],"markDefs":[],"style":"normal"},{"_key":"f7e39ef4b86c","_type":"block","children":[{"_key":"ee7ea1deaf0b0","_type":"span","marks":["strong"],"text":"Start measuring attributes."}],"markDefs":[],"style":"normal"},{"_key":"263c3383a239","_type":"block","children":[{"_key":"ded7ee07003c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5b5e46be5adc","_type":"block","children":[{"_key":"9af11db364f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e1d2befd7189","_type":"block","children":[{"_key":"8c0fc8ab4b98","_type":"span","marks":["strong"],"text":"3 Ways to Build Attributes into Your Performance Evaluations"}],"markDefs":[],"style":"headline"},{"_key":"93f44a701f31","_type":"block","children":[{"_key":"85bd8911f9e90","_type":"span","marks":[],"text":"Whether you’re a manager, team lead, or HR pro—here’s how to make the shift:"}],"markDefs":[],"style":"normal"},{"_key":"5d384dc7bf6c","_type":"block","children":[{"_key":"1b423fcc34480","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"a82fd1730305","_type":"block","children":[{"_key":"78d28bac41440","_type":"span","marks":["strong"],"text":"1. Ask Attribute-Oriented Questions"}],"markDefs":[],"style":"normal"},{"_key":"ac149e03ccdc","_type":"block","children":[{"_key":"d74f5b310c3c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4e1b7461d815","_type":"block","children":[{"_key":"9a59a97a3292","_type":"span","marks":[],"text":"You don’t need a new system. You just need better questions."}],"markDefs":[],"style":"normal"},{"_key":"8b07c77e5094","_type":"block","children":[{"_key":"f142d762e9180","_type":"span","marks":[],"text":"Instead of asking, “What did you accomplish?” try:"},{"_key":"3149e2aee0a30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dabadf173b30","_type":"block","children":[{"_key":"af3d14df72230","_type":"span","marks":[],"text":"“"},{"_key":"2544c3baab6d","_type":"span","marks":["em"],"text":"What was the environment when you delivered that result?"},{"_key":"20f24af84c8d","_type":"span","marks":[],"text":"”"},{"_key":"af3d14df72231","_type":"span","marks":[],"text":""},{"_key":"0953cd49801d0","_type":"span","marks":[],"text":""},{"_key":"eab55cffd9620","_type":"span","marks":[],"text":""},{"_key":"eeb527edf30d","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"60c595292e6c","_type":"block","children":[{"_key":"7796a54c7fa6","_type":"span","marks":[],"text":"“"},{"_key":"386148bc2366","_type":"span","marks":["em"],"text":"What changed mid-project, and how did you adapt?"},{"_key":"c9f33efeab8f","_type":"span","marks":[],"text":"”"},{"_key":"eab55cffd9621","_type":"span","marks":[],"text":""},{"_key":"a174d25ccc58","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e4051759f140","_type":"block","children":[{"_key":"4a4ad38162d7","_type":"span","marks":[],"text":"“"},{"_key":"94024f79a89f","_type":"span","marks":["em"],"text":"What did you do when the plan broke down?"},{"_key":"4238b945799b","_type":"span","marks":[],"text":"”"},{"_key":"20a85832c5781","_type":"span","marks":[],"text":"\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d54a9b0191c2","_type":"block","children":[{"_key":"3ce1fd8575d60","_type":"span","marks":[],"text":"Those questions tease out qualities like "},{"_key":"9f2a62e04bdb","_type":"span","marks":["strong"],"text":"adaptability"},{"_key":"ddd257025b95","_type":"span","marks":[],"text":", "},{"_key":"409c69f6c778","_type":"span","marks":["strong"],"text":"resilience"},{"_key":"453196533d73","_type":"span","marks":[],"text":", "},{"_key":"ba296f9213cf","_type":"span","marks":["strong"],"text":"decisiveness"},{"_key":"8701ab6312ad","_type":"span","marks":[],"text":", and "},{"_key":"1f93e0b0c879","_type":"span","marks":["strong"],"text":"courage"},{"_key":"b96bee08ff60","_type":"span","marks":[],"text":". They illuminate how someone performs when the script disappears."}],"markDefs":[],"style":"normal"},{"_key":"01af13b18810","_type":"block","children":[{"_key":"89dfa8a8a8600","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"fb35c47a4ab7","_type":"block","children":[{"_key":"5a944fe31e450","_type":"span","marks":["strong"],"text":"2. Use the Attributes Assessment to Ground the Conversation"}],"markDefs":[],"style":"normal"},{"_key":"bb741c76a253","_type":"block","children":[{"_key":"c86d65200aa6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e603ba061fd5","_type":"block","children":[{"_key":"9b9373227f27","_type":"span","marks":[],"text":"Here’s where it gets real."}],"markDefs":[],"style":"normal"},{"_key":"20854dda1982","_type":"block","children":[{"_key":"3918c53fba2b0","_type":"span","marks":["5692dae92854"],"text":"The Attributes Assessment"},{"_key":"3918c53fba2b1","_type":"span","marks":[],"text":" gives you a full behavioral fingerprint—showing which internal drivers are most easily accessible under stress, and which require more energy to activate. It’s not about who someone "},{"_key":"81510e6625fa","_type":"span","marks":["em"],"text":"is"},{"_key":"330fe9ed4ce4","_type":"span","marks":[],"text":". It’s about how they "},{"_key":"6685227a20cb","_type":"span","marks":["em"],"text":"show up"},{"_key":"909a0a942e8c","_type":"span","marks":[],"text":" when the plan falls apart."}],"markDefs":[{"_key":"5692dae92854","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"4bf80d1d0ae3","_type":"block","children":[{"_key":"476e0bd06bfb0","_type":"span","marks":[],"text":"Once you have that data in hand, don’t just recite scores—"},{"_key":"336c09991930","_type":"span","marks":["em"],"text":"bring the profile to life"},{"_key":"ff70117f9012","_type":"span","marks":[],"text":" through conversation. Ask questions like:"},{"_key":"aff6588452b8","_type":"span","marks":[],"text":""},{"_key":"c25e6a5a654e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9e0832950dc4","_type":"block","children":[{"_key":"b849970c9c2d0","_type":"span","marks":[],"text":"“This profile shows adaptability takes more energy for you. Can you walk me through a time this year when change hit fast—how did that feel, and what did you lean on to get through it?”"},{"_key":"b849970c9c2d1","_type":"span","marks":[],"text":""},{"_key":"1fef164b25a20","_type":"span","marks":[],"text":""},{"_key":"0f8b873bdb5c","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2a9bf074b0aa","_type":"block","children":[{"_key":"51db34ebab39","_type":"span","marks":[],"text":"“You rank high on perseverance. Where did you surprise yourself with your ability to keep going, even when the outcome wasn’t guaranteed?”"},{"_key":"bdecada73b2f1","_type":"span","marks":[],"text":""},{"_key":"39237c4c8d980","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6158410d596b","_type":"block","children":[{"_key":"3b720ad48745","_type":"span","marks":[],"text":"“Here’s an interesting pattern: high conscientiousness, lower task switching. Have you noticed times when structure helped—or when shifting gears drained you?”"},{"_key":"39237c4c8d981","_type":"span","marks":[],"text":""},{"_key":"42302580e1ca","_type":"span","marks":[],"text":""},{"_key":"146397a51bf5","_type":"span","marks":[],"text":""},{"_key":"1495a3eb1f4b","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"aec9705164ab","_type":"block","children":[{"_key":"e9f6022a9087","_type":"span","marks":[],"text":"The goal isn’t to diagnose. It’s to understand. To decode behavior. To connect how they performed with "},{"_key":"079163891d23","_type":"span","marks":["em"],"text":"why"},{"_key":"d308bbc2f537","_type":"span","marks":[],"text":" they performed that way—so you can coach toward consistency, not just compliance."}],"markDefs":[],"style":"normal"},{"_key":"4a8530c22de7","_type":"block","children":[{"_key":"44b0e9c9faaf0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"36fb96e506b1","_type":"block","children":[{"_key":"775063cdd5b60","_type":"span","marks":["strong"],"text":"3. Shift From Judgment to Development"}],"markDefs":[],"style":"normal"},{"_key":"ea4c1707b987","_type":"block","children":[{"_key":"0d47b5d88bf9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f326500c380a","_type":"block","children":[{"_key":"75067073876d","_type":"span","marks":[],"text":"Attributes aren’t fixed personality types; you can develop them when you choose to."}],"markDefs":[],"style":"normal"},{"_key":"780c6339aab3","_type":"block","children":[{"_key":"1b2fcf7e41460","_type":"span","marks":[],"text":"A low score doesn’t mean weakness—it just means that attribute requires more energy to access under stress. That’s an insight, not an indictment."}],"markDefs":[],"style":"normal"},{"_key":"9960014eea0c","_type":"block","children":[{"_key":"820e548019e50","_type":"span","marks":[],"text":"So ask:"},{"_key":"760c5c4cb10d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"db9c837e5c09","_type":"block","children":[{"_key":"a86eaeb87ec10","_type":"span","marks":[],"text":"“"},{"_key":"6a10beaaad7a","_type":"span","marks":["em"],"text":"What attribute do you want to work on next year?"},{"_key":"47fb5c4bef8b","_type":"span","marks":[],"text":"”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b5bd303a4e24","_type":"block","children":[{"_key":"10e935567bef","_type":"span","marks":[],"text":"“"},{"_key":"015bf1ef5ed8","_type":"span","marks":["em"],"text":"How can we design your role to maximize the attributes you are high in?\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"51654d7e66cc","_type":"block","children":[{"_key":"58b679273da7","_type":"span","marks":[],"text":"“"},{"_key":"ea8472476c25","_type":"span","marks":["em"],"text":"Where can your natural strengths add even more value?"},{"_key":"8d54664ffd18","_type":"span","marks":[],"text":"”\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"7ba7542014e4","_type":"block","children":[{"_key":"af02ea86affa0","_type":"span","marks":[],"text":"This is how you future-proof performance. You develop the internal operating system—"},{"_key":"f056b956d031","_type":"span","marks":["em"],"text":"not just the external outputs"},{"_key":"69c483f8764d","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"255a93d00127","_type":"block","children":[{"_key":"adeb4af0feba0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"1a76f47c5096","_type":"block","children":[{"_key":"acb1edbbdca80","_type":"span","marks":[],"text":"The Bottom Line? Skills Get the Job. Attributes Build the Career."},{"_key":"4af1db1fe7e4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"4ac4f60ee75c","_type":"block","children":[{"_key":"3cbc3d68d2c90","_type":"span","marks":[],"text":"Your top performers next year might not be the ones who led in KPIs this year. They’ll be the ones who showed "},{"_key":"d6731dfcc83b","_type":"span","marks":["strong"],"text":"adaptability when priorities shifted, decisiveness when no clear answer existed, resilience when things got tough"},{"_key":"68fdef4b52dd","_type":"span","marks":[],"text":", and "},{"_key":"65643432fd8e","_type":"span","marks":["strong"],"text":"humility when it was time to learn"},{"_key":"b9c8c36be82b","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"145ea8360958","_type":"block","children":[{"_key":"4e0be6c791000","_type":"span","marks":[],"text":"Performance reviews shouldn’t be a rearview mirror. They should be a blueprint for becoming. And attributes give you that blueprint."}],"markDefs":[],"style":"normal"},{"_key":"028018cb9594","_type":"block","children":[{"_key":"80b8e4924f6e0","_type":"span","marks":[],"text":"So this year, before you stamp the final rating, ask yourself: "},{"_key":"ffe2aaa11077","_type":"span","marks":["strong"],"text":"Are you evaluating the human behind the performance—or just the paper trail?"}],"markDefs":[],"style":"normal"},{"_key":"15ecc4ec6768","_type":"block","children":[{"_key":"4a04de35b9970","_type":"span","marks":[],"text":"Let’s stop measuring what was—and start coaching for what could be."}],"markDefs":[],"style":"normal"},{"_key":"355bfa723122","_type":"block","children":[{"_key":"f2ae5f12c617","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"80b35cdc9ad3","_type":"block","children":[{"_key":"40d4d70c6889","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7bbda1d9f603","_type":"contentEditorSpacer","height":100},{"_key":"1405afc78f17","_type":"block","children":[{"_key":"c883f219412c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7182f97a7399","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"2cbde4d4cd8a","_type":"block","children":[{"_key":"26facaf32b2b","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2025-12-12","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"c874c14ae381","_type":"block","children":[{"_key":"7fde8e6bd4db","_type":"span","marks":[],"text":"Most performance reviews are stuck in the past. They focus on what someone did: They tally up outputs, track project completions, and check boxes for quarterly goals. But here’s the truth: What someone did doesn’t necessarily tell you what they’re capable of doing next. And that’s the core problem. Because in a world defined by rapid change, compressed timelines, and surprise curveballs, it’s not only past performance that drives future success—it’s what attributes they showcase."}],"markDefs":[],"style":"normal"}]},"featuredBlog":true,"hero_image":{"_type":"image","asset":{"_ref":"image-afa14415bfae7607b4031b737d883a558ced54bf-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"2a4e1f0cc57b","_ref":"0a9a3966-1427-4d07-9034-da0d113bd5a2","_type":"reference"},{"_key":"ae6e55184d06","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"},{"_key":"77cd1f37b4b6","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"}],"seo":{"_type":"seo","description":"Most performance reviews are stuck in the past. They focus on what someone did: They tally up outputs, track project completions, and check boxes for quarterly goals. But here’s the truth: What someone did doesn’t tell you what they’re capable of doing next. And that’s the core problem. Because in a world defined by rapid change, compressed timelines, and surprise curveballs, it’s not past performance that drives future success—it’s attributes.","title":"The Missing Link in Performance Reviews: Attributes Over Outcomes"},"shortDesc":"Most performance reviews are stuck in the past. They focus on what someone did: They tally up outputs, track project completions, and check boxes for quarterly goals. But here’s the truth: What someone did doesn’t necessarily tell you what they’re capable of doing next. And that’s the core problem. Because in a world defined by rapid change, compressed timelines, and surprise curveballs, it’s not only past performance that drives future success—it’s what attributes they showcase.","showAssessmentTool":false,"slug":{"_type":"slug","current":"the-missing-link-in-performance-reviews-attributes-over-outcomes"},"socialSharing":{"desc":"Most performance reviews are stuck in the past. They focus on what someone did: They tally up outputs, track project completions, and check boxes for quarterly goals. But here’s the truth: What someone did doesn’t tell you what they’re capable of doing next. And that’s the core problem. Because in a world defined by rapid change, compressed timelines, and surprise curveballs, it’s not past performance that drives future success—it’s attributes.","image":{"_type":"image","asset":{"_ref":"image-85d0ebd3db1d799550d3407d56edde6a1e9065ab-1000x667-png","_type":"reference"}},"title":"The Missing Link in Performance Reviews: Attributes Over Outcomes"},"title":"The Missing Link in Performance Reviews: Attributes Over Outcomes","top_banner":null},{"_id":"4beb6b8c-e091-4d23-8248-823d01992fae","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"4a8fcc4f0c42","_type":"block","children":[{"_key":"dc845955b105","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our workshops can help your company reach new heights "},{"_key":"edb565fe41c7","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"cf41c68f8523","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"a248895b51e3","_type":"block","children":[{"_key":"23d960692c96","_type":"span","marks":[],"text":""}],"markDefs":[{"_key":"2ccb5d0f08c8","_type":"link","href":"https://drive.google.com/file/d/1nDNyyIk6nNdRCqYZ6VKNXG7HULFeRBLs/view?usp=sharing"}],"style":"normal"},{"_key":"a0b00ad146b7","_type":"block","children":[{"_key":"0642af8b769a","_type":"span","marks":["strong"],"text":"Everyone wants to be a peak performer."},{"_key":"e486a2a3e3e5","_type":"span","marks":[],"text":" It’s one of the things that I get asked about most often. Individuals, teams, and businesses all want to figure out ways to perform at their absolute best all the time. That’s an honorable goal—and completely unrealistic. The better goal is optimal performance."}],"markDefs":[],"style":"normal"},{"_key":"155668111b81","_type":"block","children":[{"_key":"f68b9aa0116a","_type":"span","marks":[],"text":"To understand the distinction, let’s consider NASCAR, a sport that epitomizes peak performance. Your standard, run of the mill NASCAR vehicle carries about 750 horsepower, runs at speeds of up to 200 miles per hour, and can complete a 500-mile race in about two and a half hours. That’s like driving from Raleigh, North Carolina, to New York City. It’s distance that would take the average minivan roughly eight hours; and a flight would only get you there an hour faster.  A race car on the track after the green flag waves is the very definition of peak performance—a precision machine operated by a professional driver in ideal conditions."}],"markDefs":[],"style":"normal"},{"_key":"9053d3aa5789","_type":"block","children":[{"_key":"8d1cd29ba2500","_type":"span","marks":[],"text":"But NASCAR drivers don’t use those same cars to run errands around town. Danica Patrick, for example, drives a Ford Expedition for her day-to-day routine. Kyle Petty runs around in a Prius, and Kyle Busch drives a Toyota Camry. The reasons for this are obvious and logical. A car optimized for the track is not an appropriate vehicle for a trip to the grocery store. The power and potential speed are ridiculous overkill on a city street and climbing through the window to get in and out—there are no doors on NASCAR cars—is awkward enough at the track let alone in a parking lot. (There is, however, a surprising amount of trunk space.) Kyle Busch’s M&Ms Toyota is perfect for the track, but his regular old Camry is a much better choice for his off-track endeavors. So, when people ask me about how to achieve and maintain peak performance, they’re really asking "},{"_key":"26dbf2105447","_type":"span","marks":["em"],"text":"“How do I run at NASCAR speeds all the time?”"},{"_key":"9b46fe14f896","_type":"span","marks":[],"text":" And the honest answer is, you can’t, and you don’t really want to, either."}],"markDefs":[],"style":"normal"},{"_key":"74bcb5dad12c","_type":"block","children":[{"_key":"26bb12aea7230","_type":"span","marks":[],"text":"We’re often sold a bill of goods that says to be successful, we must perform at our peak, through every situation and as often as possible. Be like a pro athlete, we’re told—trained, conditioned, and practiced to be peak performers..."}],"markDefs":[],"style":"normal"},{"_key":"4cb9d7d25bcb","_type":"block","children":[{"_key":"b01b71da587a0","_type":"span","marks":[],"text":"That’s true: professional athletes are the ultimate peak performers—but only when they’re actually playing their particular sport. That’s key. It’s important to remember that peak performance is just that—a peak, an apex from which there is nowhere to go but down. A pro football player will design his entire week so that he can peak for three hours on Sunday, but the rest of the time, he’s nowhere near his peak. What would that even look like? How does the hall of fame quarterback peak when he’s microwaving leftovers or stuck in traffic?"}],"markDefs":[],"style":"normal"},{"_key":"a55d9870a671","_type":"block","children":[{"_key":"128675d8858f0","_type":"span","marks":[],"text":"That’s the other part about peak performance: it’s usually context-specific and conditional. It typically requires a predictable and familiar environment—a flat, dry track with every car going in the same direction, for instance, or a hundred yards of marked and lined turf with wide receivers to throw to and an offensive line to keep you from getting crushed. Peak performance is about training, preparation, discipline, and everything going right."}],"markDefs":[],"style":"normal"},{"_key":"bb30135def11","_type":"block","children":[{"_key":"87204ac6d0310","_type":"span","marks":[],"text":"That’s not, of course, how most of life works. Life is messy, unpredictable. Much of it is routine enough, and with stakes low enough, that there’s no need to be at your peak anyway."}],"markDefs":[],"style":"normal"},{"_key":"15a8947cdbee","_type":"block","children":[{"_key":"8f9a889e8334","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"41cb7c6ebbaa","_type":"block","children":[{"_key":"1e505983f61e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"678563837606","_type":"contentEditorSpacer","height":80},{"_key":"b4e133beda1a","_type":"block","children":[{"_key":"eb23914fccc7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a86e72542944","_type":"discoverBlock","btnLink":"/assessment-tool","btnText":"Take Assessment","description":"Take our online assesment to discover what attributes you have & how to use them effectivly for success.","title":"Discover your Attributes"},{"_key":"fde83b6bb9b5","_type":"block","children":[{"_key":"b75015d9dfa0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ba18cdef3f25","_type":"contentEditorSpacer","height":100},{"_key":"2acc2bb0000c","_type":"block","children":[{"_key":"b2c174693a0b0","_type":"span","marks":[],"text":"Which brings us to something different. When I was working with some of the most high-performing people on the planet, none of us defined ourselves as peak performers. We were all optimal performers. Optimal performance is about doing the very best that you can in the moment—whatever that moment might be and whatever “best” looks like."}],"markDefs":[],"style":"normal"},{"_key":"619f8d41a914","_type":"block","children":[{"_key":"cebeebf911320","_type":"span","marks":[],"text":"When I was laying in the frigid surf during my own SEAL Hell Week—an exercise called “surf torture” for a reason—there definitely wasn’t anything “peak” about my performance. I was doing the best I could, which was to not quit. It was dirty, cold, uncertain, and dark. None of us shivering in the waves knew how long we would be there or what was coming next. None of us had trained in any specific skills to get us through surf torture, and I’m not sure there are any that would have helped."}],"markDefs":[],"style":"normal"},{"_key":"6d9cebd70284","_type":"block","children":[{"_key":"1d6c9f6e058f0","_type":"span","marks":[],"text":"The details might be unique, but the surf-torture situation isn’t fundamentally different from countless others that we all have to face. Adversity comes at all of us to varying degrees. Maybe you’re a student trying to stay above water in that advanced calculus class, or a cancer patient grinding through another round of chemo, or a business executive just trying to make a deadline—success in any of those moments is just about being able to take steps, however small and with whatever appropriate means at your disposal, in the direction of success."}],"markDefs":[],"style":"normal"},{"_key":"b04f5b525938","_type":"block","children":[{"_key":"2374deef2f52","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7443ed239793","_type":"block","children":[{"_key":"6a3a2ce0beeb0","_type":"span","marks":[],"text":"That is optimal performance, the ability to do the best you can in any environment. Sometimes the best is your peak, and sometimes your best is just surviving."}],"markDefs":[],"style":"headline"},{"_key":"3f8d7720f44f","_type":"block","children":[{"_key":"54c09c39c6af0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"78cc48363818","_type":"block","children":[{"_key":"05baee383a0b","_type":"span","marks":[],"text":"Most of us are unable to plan our days, our weeks, our lives, in order to “peak” at a specific time. Life, both business and personal will always be rife with unpredictability. It’s how you respond to that unpredictability that matters. We all show up to the table with attributes, innate qualities that inform the way that we are going to behave through whatever is hitting us in the moment.  When I was lying in that surf, for instance, one of the main attributes I relied on was perseverance. That is part of who I am at my core. Most days, it’s not crucial; you don’t need a substantial amount of perseverance when everything is going according to plan. But with a frigid ocean washing over me for what seemed like hours, choking on saltwater, shivering until my joints ached? Yeah, perseverance came in pretty handy."}],"markDefs":[],"style":"normal"},{"_key":"7892a7d3c013","_type":"block","children":[{"_key":"23890a4397cc0","_type":"span","marks":[],"text":"That struggling calculus student might draw on a high level of learnability and discipline; the cancer patient perhaps relies on her self-efficacy, adaptability, and courage. For individuals, teams, and organizations, optimal performance means understanding what those attributes are, how much we have of each, and how to harness them most efficiently."}],"markDefs":[],"style":"normal"},{"_key":"86282157dcb6","_type":"block","children":[{"_key":"953229b3ad690","_type":"span","marks":[],"text":"Don’t demand peak performance from yourself or anyone else. It will inevitably end in frustration. Strive instead for optimal performance. At times it will feel great, and at times it will feel slow and painful. But it will always be your best."}],"markDefs":[],"style":"normal"},{"_key":"07eac8c4682c","_type":"block","children":[{"_key":"580a0a39efe0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"65efdf05e8d8","_type":"contentEditorSpacer","height":100},{"_key":"b0994186205e","_type":"block","children":[{"_key":"3bb31f0cfaf9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f820573a5c8b","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-09-10","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"67af1e0999ec","_type":"block","children":[{"_key":"de5e6ed54bd2","_type":"span","marks":[],"text":"Optimal performance is the ability to do the best you can in any environment. Sometimes the best is your peak, and sometimes your best is just surviving. But always underlying that performance are those inherent attributes. The primary question, then, is how much of each attribute do you have? You, your team, even your organization? Which ones do you have but don’t know about yet? And which ones are you looking to develop?"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-71c69f2407463fc53bfff3074bdd34aec7ca4f7b-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"cb8daeb5c08a","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"029c1f153b74","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"},{"_key":"705427f2d73b","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"}],"seo":{"_type":"seo","description":"Discover how to achieve optimal performance through understanding your unique attributes. Empower your team with insights & tools.","title":"Discover Optimal Performance: Unlock Your Strengths & Enhance Team Success"},"shortDesc":"Optimal performance is the ability to do the best you can in any environment. Sometimes the best is your peak, and sometimes your best is just surviving.","showAssessmentTool":null,"slug":{"_type":"slug","current":"what-is-optimal-performance"},"socialSharing":{"desc":"Optimal performance is the ability to do the best you can in any environment. Sometimes the best is your peak, and sometimes your best is just surviving. But always underlying that performance are those inherent attributes. The primary question, then, is how much of each attribute do you have? You, your team, even your organization? Which ones do you have but don’t know about yet? And which ones are you looking to develop?","image":{"_type":"image","asset":{"_ref":"image-6576924f2cf54b74906277912d566519553c5674-1000x667-png","_type":"reference"}},"title":"What is Optimal Performance?"},"title":"What is Optimal Performance?","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE","show":false}},{"_id":"4cfc0246-b564-47ce-a264-f3e45d5c3137","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"7df007855f73","_type":"block","children":[{"_key":"b3003b0ff158","_type":"span","marks":[],"text":"When I introduced the DPO framework—"},{"_key":"cfc8e0694677","_type":"span","marks":["strong"],"text":"Duration, Pathway, Outcome"},{"_key":"5088d42f09b2","_type":"span","marks":[],"text":"—in my book "},{"_key":"84bc94793793","_type":"span","marks":["3ad137d4f875","em"],"text":"Masters of Uncertainty"},{"_key":"33529f58c772","_type":"span","marks":[],"text":", it was designed as a practical tool for navigating stress and ambiguity. Developed together with neuroscientist Andrew Huberman, it helps individuals find control when everything feels up in the air."}],"markDefs":[{"_key":"3ad137d4f875","_type":"link","href":"https://theattributes.com/buy/book-masters-of-uncertainty"}],"style":"normal"},{"_key":"4055f0bfb635","_type":"block","children":[{"_key":"4ab0f2e9e7a80","_type":"span","marks":[],"text":"But over time, I realized something powerful: DPO isn’t just for individuals — it’s one of the most effective "},{"_key":"c6748be4681f","_type":"span","marks":["strong"],"text":"communication frameworks for leaders"},{"_key":"12c5621e17d7","_type":"span","marks":[],"text":", especially when you’re managing a team through uncertainty, change, or pressure."}],"markDefs":[],"style":"normal"},{"_key":"d180371a3031","_type":"block","children":[{"_key":"665611693bc40","_type":"span","marks":[],"text":"Because here’s the truth — most teams don’t lose motivation because of hard work or tight deadlines. They lose motivation when they lose "},{"_key":"d417392a4d13","_type":"span","marks":["em"],"text":"clarity"},{"_key":"916dc837dc43","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"bf7fccb34658","_type":"block","children":[{"_key":"f76af07b4dc30","_type":"span","marks":[],"text":"When people don’t know how long something will last, what the plan is, or what success looks like, they fill those gaps with assumptions, anxiety, and frustration. As a manager, that’s where your greatest leadership opportunity lies: helping your team find clarity in the unknown."}],"markDefs":[],"style":"normal"},{"_key":"1540158b1765","_type":"block","children":[{"_key":"d1172faffa380","_type":"span","marks":[],"text":"That’s what DPO does."}],"markDefs":[],"style":"normal"},{"_key":"edcfba8898f5","_type":"block","children":[{"_key":"38688c58f061","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"37ebba6dd6ca","_type":"block","children":[{"_key":"013350f65ed6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d196f8cd2261","_type":"block","children":[{"_key":"d2c1ce214e55","_type":"span","marks":[],"text":"The Foundation: DPO and the Feeling of Control"}],"markDefs":[],"style":"headline"},{"_key":"898a6d595a1b","_type":"block","children":[{"_key":"da1ee3634828","_type":"span","marks":[],"text":"In the book, I describe DPO as a way to measure and restore control during challenge:"}],"markDefs":[],"style":"normal"},{"_key":"87352733cc47","_type":"block","children":[{"_key":"9f16a1a15d15","_type":"span","marks":["strong"],"text":"Duration"},{"_key":"5658232c511e","_type":"span","marks":[],"text":" – How long will this last?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"91b77839d75a","_type":"block","children":[{"_key":"db172d627919","_type":"span","marks":["strong"],"text":"Pathway"},{"_key":"02dbe99082d9","_type":"span","marks":[],"text":" – How will we get through it?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f64b759e2794","_type":"block","children":[{"_key":"66d10b285ed1","_type":"span","marks":["strong"],"text":"Outcome"},{"_key":"ee4713e34fb5","_type":"span","marks":[],"text":" – What does success look like?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e639d0d5afcd","_type":"block","children":[{"_key":"0b0625365d7f","_type":"span","marks":[],"text":"When one or more of these is unclear, our sense of control decreases — and our stress increases. The same dynamic plays out inside teams. If your people don’t know the "},{"_key":"dcb120fde379","_type":"span","marks":["em"],"text":"Duration"},{"_key":"086a50a71ddc","_type":"span","marks":[],"text":", "},{"_key":"13a1cba5f430","_type":"span","marks":["em"],"text":"Pathway"},{"_key":"493325c12515","_type":"span","marks":[],"text":", or "},{"_key":"6e3132d25101","_type":"span","marks":["em"],"text":"Outcome"},{"_key":"f50fb151cc7d","_type":"span","marks":[],"text":" of what they’re working on, they’ll start to feel lost and disengaged."}],"markDefs":[],"style":"normal"},{"_key":"4fca990e1f3a","_type":"block","children":[{"_key":"95be79be9732","_type":"span","marks":[],"text":"So let’s look at how each element can transform the way you communicate as a manager."}],"markDefs":[],"style":"normal"},{"_key":"52fbc6ec6285","_type":"contentEditorSpacer","height":80},{"_key":"acf25fbd0c5d","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"b1c6d53999d8","_type":"contentEditorSpacer","height":100},{"_key":"7b7b073c3992","_type":"block","children":[{"_key":"89c8aa88b8d3","_type":"span","marks":[],"text":"Duration: Anchor Your Team in Time"}],"markDefs":[],"style":"headline"},{"_key":"bf7e7f05cdc2","_type":"block","children":[{"_key":"237a525f2017","_type":"span","marks":[],"text":"When things are changing quickly, one of the biggest sources of anxiety is "},{"_key":"e7eaab6b071e","_type":"span","marks":["em"],"text":"not knowing how long it will last"},{"_key":"88db098715db","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"a6dba6f0893e","_type":"block","children":[{"_key":"e7289b9ca1af","_type":"span","marks":[],"text":"A good leader helps their team orient around time — even if they don’t have all the answers."}],"markDefs":[],"style":"normal"},{"_key":"7dda2bdf14ae","_type":"block","children":[{"_key":"f9fcb31ec188","_type":"span","marks":[],"text":"That could mean saying:"}],"markDefs":[],"style":"normal"},{"_key":"8f23b031bbc3","_type":"block","children":[{"_key":"060d76161842","_type":"span","marks":[],"text":"    “"},{"_key":"c84910d11925","_type":"span","marks":["em"],"text":"I don’t have the full picture yet, but we’ll regroup Friday to reassess."},{"_key":"0c44995a4f00","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"527c358500f5","_type":"block","children":[{"_key":"060a00dddfc2","_type":"span","marks":[],"text":"It’s not about guaranteeing an end date; it’s about "},{"_key":"88a093eeb88a","_type":"span","marks":["strong"],"text":"anchoring people in a rhythm of communication"},{"_key":"53b65a2a354b","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"dccc1aaa0c81","_type":"block","children":[{"_key":"113cfcb27805","_type":"span","marks":[],"text":"Setting check-in points and milestones creates stability. It shows your team that while the situation might be fluid, they can still count on structure. That small act of clarity often makes the difference between panic and persistence.\n"}],"markDefs":[],"style":"normal"},{"_key":"01432a7a9ddc","_type":"block","children":[{"_key":"e0de711bb44f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"48f1f52c3150","_type":"block","children":[{"_key":"08db05891629","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1d3e1963181c","_type":"block","children":[{"_key":"bbee75e1c8c9","_type":"span","marks":[],"text":"Pathway: Be Transparent About the “How”"}],"markDefs":[],"style":"headline"},{"_key":"40f4888b9367","_type":"block","children":[{"_key":"317591280f45","_type":"span","marks":[],"text":"The pathway is the route forward — the steps, priorities, and decisions guiding the work."}],"markDefs":[],"style":"normal"},{"_key":"14a2de724aca","_type":"block","children":[{"_key":"4ba03ef561460","_type":"span","marks":[],"text":"Leaders often make the mistake of believing they need to have every step perfectly mapped out before sharing it. But in fast-moving or uncertain environments, that’s impossible."}],"markDefs":[],"style":"normal"},{"_key":"48cb6f29973a","_type":"block","children":[{"_key":"03034bc1b419","_type":"span","marks":[],"text":"Instead, great managers say:"}],"markDefs":[],"style":"normal"},{"_key":"3c7edcc2f7a0","_type":"block","children":[{"_key":"8e13f46e669f0","_type":"span","marks":[],"text":"     “"},{"_key":"161f5e26e3eb","_type":"span","marks":["em"],"text":"Here’s the plan as it stands today. It may shift, but this is how we’re thinking about it."},{"_key":"e959e7d024fc","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"8cc97f65367d","_type":"block","children":[{"_key":"86e19ca9248e","_type":"span","marks":[],"text":"That kind of transparency builds trust and shared ownership. It invites your team into the process rather than leaving them on the outside, wondering "},{"_key":"44fe43da1dda","_type":"span","marks":["em"],"text":"what’s going on."}],"markDefs":[],"style":"normal"},{"_key":"d9b484ce0213","_type":"block","children":[{"_key":"31d62c312c47","_type":"span","marks":[],"text":"And when plans inevitably change, you can revisit the framework together:"}],"markDefs":[],"style":"normal"},{"_key":"e9122258cf86","_type":"block","children":[{"_key":"9a06651b3194","_type":"span","marks":[],"text":"    “"},{"_key":"f9cd72b1510b","_type":"span","marks":["em"],"text":"Here’s how the pathway has shifted — and here’s what that means for us."},{"_key":"7c9978b761d2","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"04122e201eb5","_type":"block","children":[{"_key":"608306519e17","_type":"span","marks":[],"text":"By narrating the process, you turn uncertainty into collaboration."}],"markDefs":[],"style":"normal"},{"_key":"a555a68bf0b4","_type":"block","children":[{"_key":"fb09d9011d11","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"0a8ca7629382","_type":"block","children":[{"_key":"43ad8efa257e","_type":"span","marks":[],"text":"Outcome: Define the Why"}],"markDefs":[],"style":"headline"},{"_key":"eaebf3783d08","_type":"block","children":[{"_key":"3bc6e72320b3","_type":"span","marks":[],"text":"The final piece of DPO — "},{"_key":"2885ce8ea134","_type":"span","marks":["em"],"text":"Outcome"},{"_key":"05a9b47efa53","_type":"span","marks":[],"text":" — is about defining what success looks like and why it matters."}],"markDefs":[],"style":"normal"},{"_key":"ba91d5ad3531","_type":"block","children":[{"_key":"9e87a6dc18b6","_type":"span","marks":[],"text":"This is where leaders reconnect their teams to "},{"_key":"53ac72c3545e","_type":"span","marks":["strong"],"text":"purpose"},{"_key":"df27eddf1850","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"af99cf336a8e","_type":"block","children":[{"_key":"5cf8b759d233","_type":"span","marks":[],"text":"In times of uncertainty, people can lose sight of the bigger picture. They might get stuck in the grind of tasks and to-do lists. When you restate the “why,” you reenergize the work."}],"markDefs":[],"style":"normal"},{"_key":"71ae05452626","_type":"block","children":[{"_key":"3377da54e2a0","_type":"span","marks":[],"text":"Try language like:"}],"markDefs":[],"style":"normal"},{"_key":"95f2eb1f3912","_type":"block","children":[{"_key":"f15b3f4bb0ea","_type":"span","marks":[],"text":"     “"},{"_key":"fbdac779203f","_type":"span","marks":["em"],"text":"Our goal isn’t just to finish this project — it’s to build a more agile process we can use again next quarter."},{"_key":"d521076a0cd4","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"4920d529ec2e","_type":"block","children":[{"_key":"b4d5f9f3c7a5","_type":"span","marks":[],"text":"Framing outcomes this way transforms tasks into meaning. It helps people see the importance of their effort beyond the immediate moment."}],"markDefs":[],"style":"normal"},{"_key":"24c04e3e9a48","_type":"block","children":[{"_key":"26113e96380e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"407b83050e85","_type":"block","children":[{"_key":"6413478b1ef7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3030edfddbc4","_type":"block","children":[{"_key":"e8b9ab14abaa","_type":"span","marks":[],"text":"Bringing It Together"}],"markDefs":[],"style":"headline"},{"_key":"cba66d2b9064","_type":"block","children":[{"_key":"2d94ddba3e75","_type":"span","marks":[],"text":"When leaders communicate clearly across Duration, Pathway, and Outcome, teams experience:"}],"markDefs":[],"style":"normal"},{"_key":"d2b9da4c06da","_type":"block","children":[{"_key":"cc0d4a62b532","_type":"span","marks":[],"text":"Less confusion and anxiety"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b91c644ea519","_type":"block","children":[{"_key":"edefcd7735f7","_type":"span","marks":[],"text":"Greater alignment and accountability"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bcc7e8a9074d","_type":"block","children":[{"_key":"1929a87724a7","_type":"span","marks":[],"text":"Higher adaptability when plans change\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"957869fd1bc9","_type":"block","children":[{"_key":"0a036d74a07f","_type":"span","marks":[],"text":"It’s a simple framework, but its power lies in consistency."}],"markDefs":[],"style":"normal"},{"_key":"823d8dff36f9","_type":"block","children":[{"_key":"510abeffcfb8","_type":"span","marks":[],"text":"When you apply DPO to your communication rhythm — team meetings, project kickoffs, one-on-ones — you give your people what every high-performing team needs: "},{"_key":"d7a4cc073b9f","_type":"span","marks":["strong"],"text":"clarity within uncertainty"},{"_key":"ffbbe5bdae55","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"2dd1b3da702f","_type":"block","children":[{"_key":"44ebe7af34d4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"90885bcdad27","_type":"block","children":[{"_key":"0b09e1a10754","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c8e91cabe138","_type":"block","children":[{"_key":"ea4410a8ef00","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"571d1e596c14","_type":"block","children":[{"_key":"5c94f9cf802e","_type":"span","marks":[],"text":"You don’t need to have every answer to lead effectively."}],"markDefs":[],"style":"normal"},{"_key":"b573f1a18b02","_type":"block","children":[{"_key":"d80408ecde80","_type":"span","marks":[],"text":"You just need to provide structure, transparency, and purpose — the three pillars of Duration, Pathway, and Outcome."}],"markDefs":[],"style":"normal"},{"_key":"dea74d8894b7","_type":"block","children":[{"_key":"d41f048521cb","_type":"span","marks":[],"text":"Because leadership isn’t about removing uncertainty. It’s about helping others navigate it with confidence."}],"markDefs":[],"style":"normal"},{"_key":"aaef1b903533","_type":"block","children":[{"_key":"ec8a6e833d16","_type":"span","marks":[],"text":"That’s the true mark of a "},{"_key":"6b83d35d83e0","_type":"span","marks":["em"],"text":"Master of Uncertainty"},{"_key":"a67483895315","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"671b543bcf6b","_type":"block","children":[{"_key":"59d60c855674","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"aa7496ae2b61","_type":"block","children":[{"_key":"b38dbfaa3503","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5c5fd7f5ad9f","_type":"contentEditorSpacer","height":100},{"_key":"6cbd96570fc0","_type":"block","children":[{"_key":"76543a48e58e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"212f548d5832","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2025-12-08","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"26237b513761","_type":"block","children":[{"_key":"15f8e4088be5","_type":"span","marks":[],"text":"When people don’t know how long something will last, what the plan is, or what success looks like, they fill those gaps with assumptions, anxiety, and frustration. As a manager, that’s where your greatest leadership opportunity lies: helping your team find clarity in the unknown."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-2d82541b1a05a101d292bb438126bfef7a80f09c-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":true,"relatedPosts":[{"_key":"f55336f3e63b","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"5517d5911008","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"42753145a273","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"}],"seo":{"_type":"seo","description":"When people don’t know how long something will last, what the plan is, or what success looks like, they fill those gaps with assumptions, anxiety, and frustration. As a manager, that’s where your greatest leadership opportunity lies: helping your team find clarity in the unknown. ","title":"Communicating with Clarity: How Managers Can Use the DPO Framework"},"shortDesc":"When people don’t know how long something will last, what the plan is, or what success looks like, they fill those gaps with assumptions, anxiety, and frustration. As a manager, that’s where your greatest leadership opportunity lies: helping your team find clarity in the unknown. ","showAssessmentTool":null,"slug":{"_type":"slug","current":"communicating-with-clarity-how-managers-can-use-the-dpo-framework"},"socialSharing":{"desc":"When people don’t know how long something will last, what the plan is, or what success looks like, they fill those gaps with assumptions, anxiety, and frustration. As a manager, that’s where your greatest leadership opportunity lies: helping your team find clarity in the unknown. ","image":{"_type":"image","asset":{"_ref":"image-8c7e54a3665d4fa509181dc01628d99c80fa2e49-1000x667-png","_type":"reference"}},"title":"Communicating with Clarity: How Managers Can Use the DPO Framework"},"title":"Communicating with Clarity: How Managers Can Use the DPO Framework","top_banner":null},{"_id":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"18de2fad1e89","_type":"block","children":[{"_key":"2df19ddae37e","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"8fee9157a6ba","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"c3a16eebf5ae","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"188b51bf52b9","_type":"block","children":[{"_key":"fb2be284cc66","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6ed9f7af9e0f","_type":"block","children":[{"_key":"e65330eaae71","_type":"span","marks":[],"text":"It is easy to think Navy SEALs are fearless. They are highly trained and must perform a variety of intense, highly specialized actions and missions. They must be able to succeed while facing extraordinarily difficult challenges. They seem to achieve what others might find paralyzing."}],"markDefs":[{"_key":"2ccb5d0f08c8","_type":"link","href":"https://drive.google.com/file/d/1nDNyyIk6nNdRCqYZ6VKNXG7HULFeRBLs/view?usp=sharing"}],"style":"normal"},{"_key":"9e77996aea31","_type":"block","children":[{"_key":"651c5c675be80","_type":"span","marks":[],"text":"However, there is a difference between being fearless and being courageous."}],"markDefs":[],"style":"normal"},{"_key":"889b6e4e5971","_type":"block","children":[{"_key":"134f04e8ffc70","_type":"span","marks":[],"text":"Fear serves a distinct purpose: it allows us to recognize, understand, and assess risk. The cues that cause fear are designed by evolution to keep us safe, and in some cases, alive. To be fearless means that we are ignoring those cues - rushing into risk without considering the consequences. Fearlessness is dangerous."}],"markDefs":[],"style":"normal"},{"_key":"4e5b11052e8b","_type":"block","children":[{"_key":"c540479251130","_type":"span","marks":[],"text":"Courage, on the other hand, can’t exist without fear. Courage requires more strength because it is, quite literally, the act of stepping into our fear. That’s one of the most powerful qualities a SEAL has: The ability to move into his fear, and knowing when to do so--because sometimes, fleeing is the better response."}],"markDefs":[],"style":"normal"},{"_key":"3dc93511fab9","_type":"block","children":[{"_key":"731ed338966b0","_type":"span","marks":[],"text":"There is a predetermined level where fear starts to kick in, and it varies from person to person. In other words, some people start to feel fear before others might, and vice versa. Courage, as an attribute, speaks to how efficiently and frequently we are able to step into our fear."}],"markDefs":[],"style":"normal"},{"_key":"f277434b4008","_type":"block","children":[{"_key":"c610468e329f0","_type":"span","marks":[],"text":"The good news is we can increase our level of courage."}],"markDefs":[],"style":"normal"},{"_key":"f34af64dbe69","_type":"block","children":[{"_key":"8545287a767d0","_type":"span","marks":[],"text":"It takes time, but once you learn more about fear and how to overcome it, you can start using the benefits of courage and performing better in tough situations."}],"markDefs":[],"style":"normal"},{"_key":"9c54b5853ae5","_type":"block","children":[{"_key":"0471f51919b9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5375cb372093","_type":"block","children":[{"_key":"5bfdfbb1a33f0","_type":"span","marks":["strong"],"text":"Fear: A State of Mind"}],"markDefs":[],"style":"normal"},{"_key":"0034c69485a8","_type":"block","children":[{"_key":"81e8d4be9e030","_type":"span","marks":[],"text":"Understanding where fear comes from is a critical first step in learning how to be courageous. Dr. Andrew Huberman, a tenured professor of Neurobiology and Ophthalmology at Stanford University School of Medicine, is an expert on fear—and he says it comes entirely from the brain. Fear is based on how we perceive a situation or environment, and we all perceive the world slightly differently. This explains why people are afraid of different things. Some people are afraid of spiders, some don’t mind spiders at all. Or maybe you have a consuming fear of flying, while others love it."}],"markDefs":[],"style":"normal"},{"_key":"a83ad8ffb23c","_type":"block","children":[{"_key":"22d90749f3d40","_type":"span","marks":[],"text":"Yet fear doesn’t only manifest in your mind. Our bodies react to fear with stress, which comes with distinct physiological responses. Stress begins in your brain when a threat is detected. Then your brain sends signals to the sympathetic nervous system. The sympathetic nervous system, in turn, sends neurotransmitters and hormones through the endocrine system, pushing blood to the most necessary organs and muscles. This is why our heart rate increases, we breathe harder, our pupils dilate, and we sweat when stressed."}],"markDefs":[],"style":"normal"},{"_key":"465b8c6d174b","_type":"block","children":[{"_key":"eb77ea5437b60","_type":"span","marks":[],"text":"While certain functions are stimulated, others are slowing or stopping. Anything that isn’t immediately required to respond to the threat, such as nail growth or salivary glands, become less of a priority. This explains why your mouth may feel dry when you are stressed—you don’t need saliva when you are fighting for survival."}],"markDefs":[],"style":"normal"},{"_key":"b0bec98f1452","_type":"block","children":[{"_key":"e17490f871f40","_type":"span","marks":[],"text":"Once our brain determines a threat and our sympathetic nervous system kicks in, our body gives us three options: fight, flight or freeze. First, our body may tell us to fight the threat. Second, our body may tell us to retreat, more commonly known as flight. Or we might feel like we freeze, which is actually an oscillation between fight and flight as we attempt to figure out which one to choose."}],"markDefs":[],"style":"normal"},{"_key":"fa7648d73764","_type":"block","children":[{"_key":"e2118f5d449d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"11c3e81c1cfc","_type":"contentEditorSpacer","height":80},{"_key":"dacf7e29fde7","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"0e42ec1703de","_type":"contentEditorSpacer","height":100},{"_key":"677550572394","_type":"block","children":[{"_key":"4eb54f349ab7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"155f4f2dcab8","_type":"block","children":[{"_key":"5c655a710919","_type":"span","marks":["strong"],"text":"The Courage Circuit"}],"markDefs":[],"style":"normal"},{"_key":"37361c0ba474","_type":"block","children":[{"_key":"3e35f814bdbd0","_type":"span","marks":[],"text":"While it might seem easier to take flight or even freeze, we gain the most benefits from fighting—from stepping into our fear. Huberman calls this response “the courage circuit.” Courage, in fact, fires a specific circuit in the brain, and when that happens our brain releases dopamine. It’s a reward: Dopamine is a neurotransmitter that tells our bodies something is pleasurable and encourages us to keep doing it. Our brain wants us to know that courage is a good thing. Even better, the reward doesn't show up only when we complete the task, but for every step that we take into our fear. Our bodies are telling us to keep going, keep moving forward."}],"markDefs":[],"style":"normal"},{"_key":"d3e067c522c0","_type":"block","children":[{"_key":"8efc12e7a7880","_type":"span","marks":[],"text":"The courage circuit tells us two major things. First, that courage cannot exist in the absence of fear, stress, and agitation. If our brains do not sense a threat, they cannot access the courage circuit. “Fearlessness”, in addition to being dangerous, does not produce any rewards."}],"markDefs":[],"style":"normal"},{"_key":"ce80cd96ba72","_type":"block","children":[{"_key":"eecd37cfae140","_type":"span","marks":[],"text":"Second, that stress, agitation, and fear are designed to get us moving forward - thus the rewards for doing so. Hunger is a form of stress and agitation; it’s our body telling us to get up and find food. Loneliness is stressful; that’s our body telling us to go find companionship. Humans have been designed to be “encouraged” to move towards that which we need."}],"markDefs":[],"style":"normal"},{"_key":"83abf391e4a4","_type":"block","children":[{"_key":"96ddd58a990b0","_type":"span","marks":[],"text":"What this tells us is that courage can be developed. Doing things that scare you, that make you nervous or stressed, help you build courage. I know this sounds intimidating, but don’t worry—, you will get better with practice. Remember: fear is a state of mind, and it is subjective. You decide what you confront. You can start as small as you like. Get through your small fears to see how good it feels, then move on to something bigger."}],"markDefs":[],"style":"normal"},{"_key":"bf5662ba5cf6","_type":"block","children":[{"_key":"3d5df7a054ca","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"268f36e85679","_type":"block","children":[{"_key":"2959b0389dba0","_type":"span","marks":["strong"],"text":"Pushing Past Fear to Find Courage"}],"markDefs":[],"style":"normal"},{"_key":"e0d07acb3a9a","_type":"block","children":[{"_key":"4cd25eabdaf20","_type":"span","marks":[],"text":"When anxiety and uncertainty are combined, they create fear. To confront fear and build courage, one (or both) components needs to be addressed. Anxiety can be managed internally (e.g., breathing tools, visual techniques, conscious emotional control, etc.). Uncertainty is managed externally (e.g., analyzing your environment, chunking uncertainty into more manageable bites, etc.) The next time you feel that petrifying fear, take a moment to analyze your uncertainty. Can you manage that? What can you control? How about your anxiety? Can you implement some quick tools to help in the moment? Taking one small step at a time will help you overcome your fear and become courageous."}],"markDefs":[],"style":"normal"},{"_key":"c10a7b124f49","_type":"block","children":[{"_key":"31d3018a35480","_type":"span","marks":[],"text":"Another tactic to help you overcome what scares you is repetition. Repeating a process that causes anxiety can, over time, decrease that anxiety so much that our brains do not even register the process as a threat. Much like when professional athletes train, they do the same drills over and over again, until it becomes muscle memory. If we repeatedly practice engaging the courage circuit often enough, our brains and physiology will begin to get used to how it feels, and even look forward to the reward. We’ll find ourselves stepping into our fear more habitually."}],"markDefs":[],"style":"normal"},{"_key":"f90f481636cf","_type":"block","children":[{"_key":"44137175b0e8","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c171488bbe6f","_type":"block","children":[{"_key":"47fa1b8a20580","_type":"span","marks":["strong"],"text":"Go, Be Courageous"}],"markDefs":[],"style":"normal"},{"_key":"a9719e58b1dc","_type":"block","children":[{"_key":"158382b1f13a0","_type":"span","marks":[],"text":"Remember, the goal is not to be fearless, but to be courageous. The first chapter of the Grit Attributes in my book is called “Beware the Fearless Leader.” If we have a leader who is not good at assessing or managing risk, they will likely impose negative consequences on you and your team. Fear is designed to make us stop and contemplate. It is perfectly okay to stop in the face of fear. It is perfectly okay to feel resistance to the fight response when all we want to do is take flight. Just remember that you can push through—and you’ll feel great when you do. Because courage feels great."}],"markDefs":[],"style":"normal"},{"_key":"e202cb8f7903","_type":"block","children":[{"_key":"dbd263e1dc1e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"53fc8a70493e","_type":"contentEditorSpacer","height":100},{"_key":"84ac8e38ff14","_type":"block","children":[{"_key":"a92efc30ee7a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"11f5e8a882bf","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"9e2d785c71a7","_type":"block","children":[{"_key":"103327c9731d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8815f7e7d53c","_type":"block","children":[{"_key":"d65d8774d9e6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2022-07-25","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"b47cf204b2d1","_type":"block","children":[{"_key":"1d9568bf967d","_type":"span","marks":[],"text":"There is a big difference between being fearless and being courageous. It takes more strength to be courageous, but you get far better rewards. Our brains give us encouraging benefits when we decide to confront our uncertainties and anxieties that make up fear. You can learn to overcome fear, and with practice, you can become courageous to better perform in a variety of fearful situations."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-14c16c54d378d3d52b259331945e6ea361c039ed-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"b0520cb3d098","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"d6b0e10262a6","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"},{"_key":"d321f5cbe97f","_ref":"d933af46-14a0-4a0e-9bcf-e645a266e6a7","_type":"reference"}],"seo":{"_type":"seo","description":"Harness your courage and overcome fear with insights from Rich Diviney's book. Explore workshops, assessments, and tools today!","title":"Overcoming Fear: Understanding Triggers & Building Courage | Rich Diviney"},"shortDesc":"There is a big difference between being fearless and being courageous. It takes more strength to be courageous, but you get far better rewards.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-psychology-of-fear"},"socialSharing":{"image":{"_type":"image","asset":{"_ref":"image-6a07281e4bf31f4bba6864f3faf634b1e8b61126-1000x667-png","_type":"reference"}},"title":"The Psychology of Fear: Understand the Triggers that Cause it, Why We Ignore It, and How to Overcome it"},"title":"The Psychology of Fear: Understand the Triggers that Cause it, Why We Ignore It, and How to Overcome it","top_banner":{"center_content":"Discover your level of courage, confidence, empathy and many more","left_content":"Attributes Assessment","link":"https://theattributes.com/assessments/attributes-assessment/for-individuals","right_content":"Take assessment","show":true}},{"_id":"573e3296-2f97-45b4-ba69-7035de09f9be","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"971e8049f145","_type":"block","children":[{"_key":"8e3706f65303","_type":"span","marks":[],"text":"The Strategic Illusion"}],"markDefs":[],"style":"headline"},{"_key":"055e7154fb86","_type":"block","children":[{"_key":"35de428c09cd0","_type":"span","marks":[],"text":"Leadership teams often think they’re being “strategic” when they stay high-level—speaking in themes, concepts, and broad direction while avoiding specifics. They do this to stay flexible in a world that can change quarterly, or even weekly. On the surface, that can look wise and disciplined: why lock into details when conditions keep shifting?"}],"markDefs":[],"style":"normal"},{"_key":"d5ca6df84b10","_type":"block","children":[{"_key":"ede440747b220","_type":"span","marks":[],"text":"But the human nervous system doesn’t experience abstraction as discipline. It experiences it as uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"5f6c1b961f5d","_type":"block","children":[{"_key":"e2443cffc9110","_type":"span","marks":[],"text":"And sustained uncertainty doesn’t feel neutral—it starts to feel like danger."}],"markDefs":[],"style":"normal"},{"_key":"e8ac737d54d3","_type":"block","children":[{"_key":"78bfd60ba6d30","_type":"span","marks":[],"text":"What feels flexible to the people speaking can feel destabilizing to the people listening. And that gap—between intention and impact—is where execution quietly starts to break down."}],"markDefs":[],"style":"normal"},{"_key":"58bd1fb5e8da","_type":"block","children":[{"_key":"2a4af29ba8d00","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"823df99ecc44","_type":"block","children":[{"_key":"a0a9ad56bcd00","_type":"span","marks":[],"text":"The Biology of Outcome and Pathway"}],"markDefs":[],"style":"headline"},{"_key":"480f463c2a00","_type":"block","children":[{"_key":"b089fde2ede00","_type":"span","marks":[],"text":"When we look at performance through the lens of Mastering Uncertainty, we recognize that every human being—regardless of role—is constantly scanning for three things: how long this will last, what success looks like, and how to move toward it. Duration, Outcome, and Pathway. This is not just terminology; this is biology."}],"markDefs":[],"style":"normal"},{"_key":"50ac302f8e8c","_type":"block","children":[{"_key":"f06d30a2a98c0","_type":"span","marks":[],"text":"If Outcome is vague—if people cannot clearly articulate what “done” means—their effort becomes cautious. They hedge. They hold back. They avoid overcommitting resources because they are unsure where the boundary line sits."}],"markDefs":[],"style":"normal"},{"_key":"90b809784df1","_type":"block","children":[{"_key":"09bc23e18dfe0","_type":"span","marks":[],"text":"If Pathway is undefined—if there is no visible route forward—movement feels risky rather than productive. The brain’s primary job is survival, not bold execution. When direction is unclear, self-protection quietly takes priority over contribution."}],"markDefs":[],"style":"normal"},{"_key":"6ccc501d8a62","_type":"block","children":[{"_key":"4480c9390c4a0","_type":"span","marks":[],"text":"This is not a motivation problem. It is an uncertainty problem."}],"markDefs":[],"style":"normal"},{"_key":"9944a75bb3fd","_type":"block","children":[{"_key":"21818a2f03840","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"1a20ddacf880","_type":"block","children":[{"_key":"0a769b8220bc0","_type":"span","marks":[],"text":"When High-Level Strategy Becomes Ground-Level Confusion"}],"markDefs":[],"style":"headline"},{"_key":"0c5d4a733991","_type":"block","children":[{"_key":"0b156b8694be0","_type":"span","marks":[],"text":"Consider how often organizations declare, “We need to be more innovative,” or “This year is about growth.” At the executive level, these statements sound appropriately strategic. They signal ambition and direction without locking into specifics."}],"markDefs":[],"style":"normal"},{"_key":"0842dbcf90b4","_type":"block","children":[{"_key":"ff2a708ec8420","_type":"span","marks":[],"text":"But on the ground, where execution actually happens, those phrases generate interpretation gaps. What qualifies as innovation? A new product? A process improvement? A cost-saving initiative? And what does growth look like—revenue, margin, market share, capability expansion? By when?"}],"markDefs":[],"style":"normal"},{"_key":"c2266471a814","_type":"block","children":[{"_key":"e22e000afde30","_type":"span","marks":[],"text":"When Outcome is blurry, individuals and teams begin defining it for themselves. Each definition may be rational, but without alignment, effort fragments. Now you don’t have coordinated momentum; you have parallel motion."}],"markDefs":[],"style":"normal"},{"_key":"00297c8baf01","_type":"block","children":[{"_key":"4b6e31373e700","_type":"span","marks":[],"text":"Execution slows not because people lack talent or drive, but because they are expending cognitive energy trying to decode what leadership actually means."}],"markDefs":[],"style":"normal"},{"_key":"4ef97df61dc4","_type":"block","children":[{"_key":"1efe27c9cfb20","_type":"span","marks":[],"text":"Interpretation burns bandwidth. And bandwidth is finite."}],"markDefs":[],"style":"normal"},{"_key":"d047c807a3ca","_type":"block","children":[{"_key":"80bb0b2ce8d60","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"81a6fd5541e1","_type":"block","children":[{"_key":"88ecc6f1ae7b0","_type":"span","marks":[],"text":"Clarity as Neurological Efficiency"}],"markDefs":[],"style":"headline"},{"_key":"ecda1a0d8542","_type":"block","children":[{"_key":"6fa54977c3bd0","_type":"span","marks":[],"text":"Clarity is often misunderstood as rigidity. In reality, clarity is neurological efficiency."}],"markDefs":[],"style":"normal"},{"_key":"af14b8e1b116","_type":"block","children":[{"_key":"482d46e1691d0","_type":"span","marks":[],"text":"When you define Outcome in concrete, observable terms—even if those terms are provisional—you give the brain a target it can orient toward. Orientation reduces threat. Reduced threat frees cognitive capacity for problem-solving and execution. When you articulate the current Pathway, even knowing it may change, you create forward movement. Humans tolerate change far better than they tolerate sustained ambiguity. If I know the route today, I can adjust tomorrow. What exhausts me is not knowing whether I am even pointed in the right direction."}],"markDefs":[],"style":"normal"},{"_key":"8a4baff2ff8f","_type":"block","children":[{"_key":"f308a8b99aa80","_type":"span","marks":[],"text":"High-performing teams understand this intuitively. They are not obsessed with control; they are obsessed with alignment. They clarify intent relentlessly because they understand that psychological stability drives operational speed."}],"markDefs":[],"style":"normal"},{"_key":"55dcf686517b","_type":"block","children":[{"_key":"d2940a1e1e980","_type":"span","marks":[],"text":"In uncertain environments, clarity becomes a force multiplier."}],"markDefs":[],"style":"normal"},{"_key":"38ae10e93582","_type":"block","children":[{"_key":"e70f05b0c9620","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"e0e42ae07696","_type":"block","children":[{"_key":"1fffab9a47b40","_type":"span","marks":[],"text":"Moving Horizons, Not Perfect Plans"}],"markDefs":[],"style":"headline"},{"_key":"3759d6add949","_type":"block","children":[{"_key":"1bcf743d10af0","_type":"span","marks":[],"text":"The common objection is that markets shift, competitors move, and long-term outcomes are impossible to define precisely. All of that is true. But uncertainty about the distant horizon does not excuse vagueness about the next one."}],"markDefs":[],"style":"normal"},{"_key":"35c0cb4ca629","_type":"block","children":[{"_key":"7cce8798782e0","_type":"span","marks":[],"text":"You may not know the three-year endpoint, but you can define the next quarter. You can specify what success looks like for the current phase. You can describe the pathway you are committing to now, with the humility to update it as reality evolves."}],"markDefs":[],"style":"normal"},{"_key":"f4d6ad2b45b0","_type":"block","children":[{"_key":"f835c1383b570","_type":"span","marks":[],"text":"This is the discipline of moving horizons. You do not need infinite clarity; you need immediate clarity. When leaders wait for complete certainty before defining Outcome and Pathway, they create paralysis. When they define them clearly and adjust as they go, they create momentum."}],"markDefs":[],"style":"normal"},{"_key":"fac25f2d2552","_type":"block","children":[{"_key":"f5d4a2684a610","_type":"span","marks":[],"text":"Momentum builds confidence. Confidence reduces threat. Reduced threat enhances performance."}],"markDefs":[],"style":"normal"},{"_key":"38b2c938a13b","_type":"block","children":[{"_key":"f83bd9785fb30","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"57f043b28ce4","_type":"block","children":[{"_key":"4bf9b47f0eac0","_type":"span","marks":[],"text":"The Execution Test"}],"markDefs":[],"style":"headline"},{"_key":"d26adcffd3d5","_type":"block","children":[{"_key":"3ddd05e72a6e0","_type":"span","marks":[],"text":"If you want to test whether your strategy is clear, do not ask your executive team if it makes sense. Ask the layer two levels down to describe, in specific terms, what success looks like this quarter and how their work connects directly to it. If they struggle to answer without resorting to vague language, execution is already leaking energy."}],"markDefs":[],"style":"normal"},{"_key":"ee49a19ff970","_type":"block","children":[{"_key":"cc5ddd56d5750","_type":"span","marks":[],"text":"Clarity is not a communication preference or a stylistic choice. It is a biological advantage in environments defined by volatility. When people understand what they are aiming at and how they are expected to move, their nervous system settles. Energy shifts from interpretation to action, from self-protection to contribution."}],"markDefs":[],"style":"normal"},{"_key":"6d21cba424ad","_type":"block","children":[{"_key":"c393cab88e570","_type":"span","marks":[],"text":"In a world that will remain unpredictable, the leader’s responsibility is not to eliminate uncertainty. It is to manage it. One of the most powerful ways to do that is deceptively simple: define the finish line, outline the path, and adjust deliberately as conditions change."}],"markDefs":[],"style":"normal"},{"_key":"fcc1d1da0639","_type":"block","children":[{"_key":"79f01400a2bc0","_type":"span","marks":[],"text":"That is not over-specification."}],"markDefs":[],"style":"normal"},{"_key":"7cd0b02241a3","_type":"block","children":[{"_key":"7770c6b7e9d10","_type":"span","marks":[],"text":"That is performance leadership under uncertainty.\n"}],"markDefs":[],"style":"normal"},{"_key":"b225708953fc","_type":"contentEditorSpacer","height":100},{"_key":"7dba3a32d6f6","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-03-16","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"47c2040fa37d","_type":"block","children":[{"_key":"586e63e165eb","_type":"span","marks":[],"text":"Many leadership teams believe staying “high-level” is strategic. But what feels like flexibility at the top can feel like uncertainty everywhere else. And the human nervous system doesn’t perform well inside sustained ambiguity. When outcomes and pathways are unclear, teams don’t execute faster—they hedge, interpret, and wait. Execution doesn’t stall because people lack motivation; it stalls because their brains are trying to decode the target. Read the full article to see why clarity—not abstraction—is the real driver of execution.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-666bee02685774cda688f5b33445092c02c727d2-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"24d358432f10","_ref":"94535a92-0448-41bb-b128-e1e65f270faf","_type":"reference"},{"_key":"f979e3468c65","_ref":"9b0c66d4-cfc6-4c84-b893-aac76a5d88bf","_type":"reference"},{"_key":"73dd84acc6df","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"}],"seo":{"_type":"seo","description":"Many leadership teams believe staying “high-level” is strategic. But what feels like flexibility at the top can feel like uncertainty everywhere else. And the human nervous system doesn’t perform well inside sustained ambiguity. When outcomes and pathways are unclear, teams don’t execute faster—they hedge, interpret, and wait. Execution doesn’t stall because people lack motivation; it stalls because their brains are trying to decode the target. Read the full article to see why clarity—not abstraction—is the real driver of execution.","title":"Why Strategy Might be Killing Execution"},"shortDesc":"Many leadership teams believe staying “high-level” is strategic. But what feels like flexibility at the top can feel like uncertainty everywhere else. And the human nervous system doesn’t perform well inside sustained ambiguity. When outcomes and pathways are unclear, teams don’t execute faster—they hedge, interpret, and wait. Execution doesn’t stall because people lack motivation; it stalls because their brains are trying to decode the target. Read the full article to see why clarity—not abstraction—is the real driver of execution.","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-strategy-might-be-killing-execution"},"socialSharing":{"desc":"Many leadership teams believe staying “high-level” is strategic. But what feels like flexibility at the top can feel like uncertainty everywhere else. And the human nervous system doesn’t perform well inside sustained ambiguity. When outcomes and pathways are unclear, teams don’t execute faster—they hedge, interpret, and wait. Execution doesn’t stall because people lack motivation; it stalls because their brains are trying to decode the target. Read the full article to see why clarity—not abstraction—is the real driver of execution.","image":{"_type":"image","asset":{"_ref":"image-84b327d673b9993149a8291a0fbed292e800675f-1000x667-png","_type":"reference"}},"title":"Why Strategy Might be Killing Execution"},"title":"Why Strategy Might be Killing Execution","top_banner":null},{"_id":"5a69ba3d-1ce4-441b-b056-d182292438ed","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"51dbc99fb1b9","_type":"block","children":[{"_key":"3608abfef426","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Download our free workbook on Mastering Uncertainty "},{"_key":"5c3620f1d08d","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"0e3eff4ab683","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting/workshops/masters-of-uncertainty"}],"style":"normal"},{"_key":"ac5a8913017b","_type":"block","children":[{"_key":"3973cea10cbf","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"26c89fef3f47","_type":"block","children":[{"_key":"1e859df92391","_type":"span","marks":["strong"],"text":"The Baseline"}],"markDefs":[],"style":"normal"},{"_key":"f311c110eb25","_type":"block","children":[{"_key":"342a76fc4a95","_type":"span","marks":[],"text":"Think of your life as a line on a page. It moves up and down as you experience triumphs and setbacks. As our lives move along this “sine wave”, there exists a baseline where you are most comfortable emotionally, mentally, and physically. While it’s along this baseline where you are content, life always throws us off. The extent to which we get thrown off of our baseline depends on the severity of the circumstance. "}],"markDefs":[],"style":"normal"},{"_key":"fa872a07158a","_type":"block","children":[{"_key":"1c52bd10357b","_type":"span","marks":[],"text":"An illness, divorce, or even a big promotion at work could cause that line to shift pretty heavily up or down. While the big shifts are more rare, there are always little shifts off baseline. During the day, you may be late for a meeting which makes your line fall a little lower than the baseline. Maybe the meeting goes better than expected and this causes the line to rise higher than the baseline. The way we respond to any of these shifts matters. "}],"markDefs":[],"style":"normal"},{"_key":"4181c55ee9f5","_type":"block","children":[{"_key":"611358b15e68","_type":"span","marks":[],"text":"Resilience is about our ability to return to that baseline efficiently and quickly so that we don’t get caught in the lows or seduced by the highs. The good news is that each one of us has the ability to develop the Attribute of resilience in our lives. The bad news is that it might not be easy for us to do, especially when the shifts are large. "}],"markDefs":[],"style":"normal"},{"_key":"6f0b68b0240f","_type":"block","children":[{"_key":"a931048a86ae","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d0c6f85dc9f4","_type":"contentEditorSpacer","height":80},{"_key":"1e296392c74a","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop the attributes for you and your company.","linkSlug":"/consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"272432cfa645","_type":"contentEditorSpacer","height":100},{"_key":"46400bfdbe0c","_type":"block","children":[{"_key":"d1bb45167490","_type":"span","marks":["strong"],"text":"Practicing Resilience"}],"markDefs":[],"style":"normal"},{"_key":"585650940d2c","_type":"block","children":[{"_key":"1f0c0c8984da0","_type":"span","marks":[],"text":"Two Attributes that often get confused are perseverance and resilience. While both are important, perseverance is about moving through a situation, and resilience is about rebounding afterwards. Resilience is the ability to go from either a high or a low, back to that baseline I mentioned before. Being able to do this rapidly and efficiently is a measure of resilience."}],"markDefs":[],"style":"normal"},{"_key":"463a3bfd4036","_type":"block","children":[{"_key":"202cb76c3f230","_type":"span","marks":[],"text":"One thing that has helped me practice the Attribute of resilience is advice given to me by one of my former commanding officers. It was something that his grandfather taught him. It’s called the two-minute rule, and it goes like this. When something happens to you, good or bad, you give yourself two minutes to either feel sorry for yourself or to celebrate. After those two minutes are over, get back to your baseline and get to work. This is an incredible tool to use for those smaller shifts that happen in daily life. Using the two-minute rule for those “little tragedies” can help us build our resilience muscle. That will help us be more prepared for when the big stuff happens."}],"markDefs":[],"style":"normal"},{"_key":"49fb02d961ad","_type":"block","children":[{"_key":"a554b0513c800","_type":"span","marks":[],"text":"\n"},{"_key":"0cf850f8815f","_type":"span","marks":["strong"],"text":"Moving Through Stress Effectively to Help with Resiliency"}],"markDefs":[],"style":"normal"},{"_key":"3105e99b56f4","_type":"block","children":[{"_key":"b8ed93bdd4490","_type":"span","marks":[],"text":"It is inevitable that during these shifts off of baseline, we will be met with our own anxiety, fears and challenges - which manifests as stress. The more effectively we are able to move through the stress and challenge, the more effective our resilience will be. In understanding what contributes to levels of stress, there are three factors to consider:"}],"markDefs":[],"style":"normal"},{"_key":"aee33f83a0eb","_type":"block","children":[{"_key":"5b9ea4486d0b0","_type":"span","marks":[],"text":"Duration: how long the situation will last"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"075bdcefa3f3","_type":"block","children":[{"_key":"82bb140fa7c50","_type":"span","marks":[],"text":"Pathway: the planned course of action you can take to handle the situation"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1581cb25f2f5","_type":"block","children":[{"_key":"812ac9e1261d0","_type":"span","marks":[],"text":"Outcome: the final outcome of the predicament."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3ef295dac8fd","_type":"block","children":[{"_key":"f410161d74c60","_type":"span","marks":[],"text":"Absence in one or more of these things creates an inverse correlation between our levels of stress and our levels of control. The more of these three that are absent, the less we are in control, and the more stressed we feel. The key to success or failure is what we focus on."}],"markDefs":[],"style":"normal"},{"_key":"cec78f1622cc","_type":"block","children":[{"_key":"2a8c0847fc7b0","_type":"span","marks":[],"text":"It’s all too often that when we are going through difficult circumstances we focus on all of the things that are out of our control. This only compounds a bad situation and can make us even more frustrated and stressed."}],"markDefs":[],"style":"normal"},{"_key":"3df151a845ee","_type":"block","children":[{"_key":"f588a32708370","_type":"span","marks":[],"text":"But we can use those three same factors to focus and gain control. All we need to do is pick something inside of our environment where we have control of all three. It doesn’t have to be large, in fact, sometimes the smaller the better. This process is one of the secrets of optimal performers, and it has been explained in various ways: eat the elephant one bite at a time, focus on one step at a time, etc."}],"markDefs":[],"style":"normal"},{"_key":"295afd70fa8c","_type":"block","children":[{"_key":"f6c5aacca2d30","_type":"span","marks":[],"text":"There were times during Navy SEAL training when I would begin to feel stress creep up because the duration, pathway, or outcome was not clear. In the midst of this, I would focus on something a few feet ahead of me and set that as my goal to make it to that point. This allowed me to break things down into smaller chunks, and take control over duration, pathway, and outcome. When we strive to focus on things we can control, it allows us to perform through stress, challenge, and uncertainty. We can tackle it one moment at a time. This process allows for more efficiency and increases our ability to be resilient."}],"markDefs":[],"style":"normal"},{"_key":"ddfaf95ab881","_type":"block","children":[{"_key":"4a63a6a13b9e0","_type":"span","marks":[],"text":"So the next time you find yourself stressed and fearful, and challenged in a situation, focus only on the things you can control. It may be a very short list, but that’s ok, all you need to do is take one step at a time."}],"markDefs":[],"style":"normal"},{"_key":"108b31beee7b","_type":"block","children":[{"_key":"c7b7d29b97c9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"eb3514051dd3","_type":"contentEditorSpacer","height":80},{"_key":"95d848004342","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"5f02d5a7fe72","_type":"contentEditorSpacer","height":100},{"_key":"31812e793bad","_type":"block","children":[{"_key":"f41246816a2f","_type":"span","marks":["strong"],"text":"Shifting Perspective for Increased Resilience"}],"markDefs":[],"style":"normal"},{"_key":"e23d7a79f15e","_type":"block","children":[{"_key":"9a0f792e01ff0","_type":"span","marks":[],"text":"Another important thing to remember is that life will never be free of stress and challenges. Instead of seeing this as a negative thing, allow yourself to look at it from a perspective of growth and improvement. Stress comes in two forms; distress & eustress. Distress is the kind that is harmful to our systems: an injury or illness for example. Eustress, on the other hand, is the kind that makes us stronger for having gone through it. The most common form of eustress that we conduct is exercise; where we put our muscles and other systems under stress to become stronger. But we can deliberately shape a stress event into eustress simply by shifting our perspective about it."}],"markDefs":[],"style":"normal"},{"_key":"4180574428fd","_type":"block","children":[{"_key":"3153f2af5d85","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ce3fa0f83f4c","_type":"block","children":[{"_key":"182e36774e350","_type":"span","marks":[],"text":"A great way to do this is by asking the right questions to ourselves. Our brain is designed to automatically process and answer any questions that we ask. So if we ask questions like, ‘why am I so bad at this?’ or ‘why does this always happen to me?’ our brain will come up with all sorts of answers that negatively impact our mindset. On the other hand, if we ask questions like, ‘what can I learn from this?’ or ‘what can I be grateful for?’ our brain will answer those questions as well. Those answers will have a positive impact on our mindset and help reframe situations or events that we may have previously deemed “distressful”. I’ve found that the quality of our lives is proportional to the quality of questions we ask ourselves. So ask yourself better ones ("},{"_key":"470f2b603a3a","_type":"span","marks":["8de5bb4c7048"],"text":"blog on asking better questions"},{"_key":"a0b3801649da","_type":"span","marks":[],"text":")."}],"markDefs":[{"_key":"8de5bb4c7048","_type":"link","href":"https://theattributes.com/blog/generating-positive-energy-through-the-questions-we-ask"}],"style":"normal"},{"_key":"13b41056b69e","_type":"block","children":[{"_key":"3b79cd1c617c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9ff83b9b6550","_type":"block","children":[{"_key":"a3725f0c5f23","_type":"span","marks":[],"text":"The bottom line is that we can always improve our resilience. It just takes dedication and diligence….probably mixed with a bit of courage. But I encourage you to do it because we can’t expect to play the long game of optimal performance if we aren’t able to bounce back effectively."}],"markDefs":[],"style":"normal"},{"_key":"1150f7432d18","_type":"contentEditorSpacer","height":100},{"_key":"45df0f73bde6","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-04-08","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"33c37e401971","_type":"block","children":[{"_key":"d1312177a2ff","_type":"span","marks":[],"text":"When looking at developing the Attribute of resiliency, there are a few things to consider. The good news is that while it can be difficult, it is certainly doable.  Here are three ways that we can work to improve our resilience."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-4bfcd3d5a05eb8ceba8cb58b4bffc8e38f99f50e-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"7be032f4d103","_ref":"c8fa9912-d05c-4be6-9761-9f3b714d8493","_type":"reference"},{"_key":"986a52791deb","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"},{"_key":"d85592ff142b","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"}],"seo":{"_type":"seo","description":"Discover effective strategies to manage stress and anxiety and boost resilience with insights from Rich Diviney. Explore more!","title":"Build Resilience: Key Insights from Navy SEAL Leadership | The Attributes"},"shortDesc":"When looking at developing the Attribute of resiliency, there are a few things to consider. The good news is that while it can be difficult, it is certainly doable.  Here are three ways that we can work to improve our resilience.","showAssessmentTool":false,"slug":{"_type":"slug","current":"how-to-manage-stress-and-anxiety-and-become-more-resilient"},"socialSharing":{"desc":"When looking at developing the Attribute of resiliency, there are a few things to consider. The good news is that while it can be difficult, it is certainly doable. Here are three ways that we can work to improve our resilience.","image":{"_type":"image","asset":{"_ref":"image-036ca67fa1d599e149524c344f40b20b4d681735-2000x1334-png","_type":"reference"}},"title":"Why Dynamic Subordination is Required for High Performing Teams"},"title":"How to Manage Stress and Anxiety and Become More Resilient","top_banner":{"center_content":"Discover our speaking and consulting packages for your company","left_content":"ATTRIBUTES CONSULTING","link":"/consulting","right_content":"LEARN MORE"}},{"_id":"5b981c93-8f8e-446c-9918-22bcc1a3ff75","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"5c9e51c3c9ff","_type":"block","children":[{"_key":"6fad08c3492c","_type":"span","marks":["strong"],"text":"The Missing Piece in Relationship Success"}],"markDefs":[],"style":"headline"},{"_key":"228b9766ec14","_type":"block","children":[{"_key":"2bb8fd37ca510","_type":"span","marks":[],"text":"Love, friendship, and family bonds are built on "},{"_key":"2bb8fd37ca511","_type":"span","marks":["strong"],"text":"connection"},{"_key":"2bb8fd37ca512","_type":"span","marks":[],"text":"—but what really fuels that connection?"}],"markDefs":[],"style":"normal"},{"_key":"eb371e209020","_type":"block","children":[{"_key":"f49753bfafbe0","_type":"span","marks":[],"text":"We often think about shared values, good communication, or quality time. While those are important, there’s something deeper that many overlook: "},{"_key":"f49753bfafbe1","_type":"span","marks":["strong"],"text":"the attributes that drive each person’s behavior."}],"markDefs":[],"style":"normal"},{"_key":"3bcf635880b4","_type":"block","children":[{"_key":"e17aa1bb0b3b0","_type":"span","marks":[],"text":"Your attributes shape how you handle stress, make decisions, show up in relationships, and navigate challenges. When you and your partner (or close friend, sibling, or family member) "},{"_key":"e17aa1bb0b3b1","_type":"span","marks":["strong"],"text":"understand each other’s attributes"},{"_key":"e17aa1bb0b3b2","_type":"span","marks":[],"text":", it’s like unlocking a hidden user manual for how you both operate."}],"markDefs":[],"style":"normal"},{"_key":"0ae4c685b152","_type":"block","children":[{"_key":"617bb5771c290","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3e1a8e09b8ad","_type":"block","children":[{"_key":"d47f51a0ab4c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bede2847683b","_type":"block","children":[{"_key":"25e7201fc52b","_type":"span","marks":["strong"],"text":"What Are Attributes and Why Do They Matter in Relationships?"}],"markDefs":[],"style":"headline"},{"_key":"febee3f4defc","_type":"block","children":[{"_key":"caba96f239df0","_type":"span","marks":[],"text":"Unlike skills (which are learned) or personality traits (which evolve over time), "},{"_key":"caba96f239df1","_type":"span","marks":["strong"],"text":"attributes are the core qualities that define how we instinctively respond to situations"},{"_key":"caba96f239df2","_type":"span","marks":[],"text":". Some people naturally handle uncertainty well, while others thrive with structure. Some are highly empathetic, while others lean on logic first."}],"markDefs":[],"style":"normal"},{"_key":"672a224aa89c","_type":"block","children":[{"_key":"73803fd2fddb0","_type":"span","marks":[],"text":"These differences "},{"_key":"73803fd2fddb1","_type":"span","marks":["strong"],"text":"aren’t flaws—they’re part of what makes every person unique"},{"_key":"73803fd2fddb2","_type":"span","marks":[],"text":". But when you don’t understand them, they can cause friction in relationships."}],"markDefs":[],"style":"normal"},{"_key":"7793053d2e02","_type":"block","children":[{"_key":"f4869fd79c6e0","_type":"span","marks":[],"text":"Consider this: "}],"markDefs":[],"style":"normal"},{"_key":"e7b1f987189c","_type":"block","children":[{"_key":"6568f92e50ec","_type":"span","marks":[],"text":"\n✅ "},{"_key":"f4869fd79c6e1","_type":"span","marks":["strong"],"text":"One of you is highly disciplined, while the other is more spontaneous"}],"markDefs":[],"style":"normal"},{"_key":"8909cc5be360","_type":"block","children":[{"_key":"108eafd250490","_type":"span","marks":[],"text":"→ You might clash on planning things ahead."}],"markDefs":[],"style":"normal"},{"_key":"2c3e7042154d","_type":"block","children":[{"_key":"d256358206d70","_type":"span","marks":[],"text":" ✅ "},{"_key":"d256358206d71","_type":"span","marks":["strong"],"text":"One of you is highly emotionally aware, while the other struggles to express feelings"},{"_key":"d256358206d72","_type":"span","marks":[],"text":" \n→ Misunderstandings can arise around how you support each other."}],"markDefs":[],"style":"normal"},{"_key":"55180728c637","_type":"block","children":[{"_key":"158b0b1db6600","_type":"span","marks":[],"text":" ✅ "},{"_key":"158b0b1db6601","_type":"span","marks":["strong"],"text":"One of you has high resilience, while the other needs more time to process setbacks"},{"_key":"158b0b1db6602","_type":"span","marks":[],"text":" \n→ You may handle stress in completely different ways."}],"markDefs":[],"style":"normal"},{"_key":"c72f01d6c750","_type":"block","children":[{"_key":"0f69dfaa25f40","_type":"span","marks":["strong"],"text":"Without understanding these differences, they can feel frustrating."},{"_key":"0f69dfaa25f41","_type":"span","marks":[],"text":" But once you recognize them, they become powerful insights that help you "},{"_key":"0f69dfaa25f42","_type":"span","marks":["strong"],"text":"navigate challenges and strengthen your bond."}],"markDefs":[],"style":"normal"},{"_key":"b985e71fa971","_type":"block","children":[{"_key":"478e93ef386e0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"6f71b896588b","_type":"block","children":[{"_key":"a83c4dbec6c50","_type":"span","marks":["strong"],"text":"How Understanding Attributes Transforms Your Relationship"}],"markDefs":[],"style":"headline"},{"_key":"6d92749defaa","_type":"block","children":[{"_key":"e0c58c74db5b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ae89a61dfa32","_type":"block","children":[{"_key":"69d5a768a9260","_type":"span","marks":["strong"],"text":"1. It Reduces Conflict and Misunderstandings"}],"markDefs":[],"style":"normal"},{"_key":"ae1dfdd59962","_type":"block","children":[{"_key":"a758f0ef3df70","_type":"span","marks":[],"text":"Most arguments don’t come from a lack of love—they come from "},{"_key":"a758f0ef3df71","_type":"span","marks":["strong"],"text":"misaligned expectations"},{"_key":"a758f0ef3df72","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"274f67eead17","_type":"block","children":[{"_key":"71c2fee4a2440","_type":"span","marks":[],"text":"🔹 When you understand that your partner is naturally low on adaptability, you won’t take it personally when they struggle with sudden changes. \n🔹 If your friend has low competitiveness, you won’t misinterpret their lack of urgency in a friendly game night as a lack of enthusiasm."}],"markDefs":[],"style":"normal"},{"_key":"7262efe0dce4","_type":"block","children":[{"_key":"e9193c6a6dda0","_type":"span","marks":[],"text":"Instead of assuming, "},{"_key":"e9193c6a6dda1","_type":"span","marks":["strong"],"text":"you start seeing behaviors through the lens of attributes"},{"_key":"e9193c6a6dda2","_type":"span","marks":[],"text":"—and that changes everything."}],"markDefs":[],"style":"normal"},{"_key":"a58a4c2c2680","_type":"block","children":[{"_key":"75370946772b","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"fc5c15de2342","_type":"block","children":[{"_key":"13305313a41b0","_type":"span","marks":["strong"],"text":"2. It Helps You Communicate More Effectively"}],"markDefs":[],"style":"normal"},{"_key":"d696efbe25ab","_type":"block","children":[{"_key":"88fce79395600","_type":"span","marks":[],"text":"Every person has a different communication style. Some process their thoughts internally before speaking, while others need to talk things out in real time."}],"markDefs":[],"style":"normal"},{"_key":"097f55f5e2d2","_type":"block","children":[{"_key":"10c39e3bfbdd0","_type":"span","marks":[],"text":"When you "},{"_key":"10c39e3bfbdd1","_type":"span","marks":["strong"],"text":"know your partner’s natural tendencies"},{"_key":"10c39e3bfbdd2","_type":"span","marks":[],"text":", you can adjust your approach:"}],"markDefs":[],"style":"normal"},{"_key":"b7036372a451","_type":"block","children":[{"_key":"1c5e823d7a220","_type":"span","marks":[],"text":"💬 "},{"_key":"1c5e823d7a221","_type":"span","marks":["strong"],"text":"If they’re high in emotional awareness, they might appreciate deeper conversations."}],"markDefs":[],"style":"normal"},{"_key":"c8e5464c8d1a","_type":"block","children":[{"_key":"296f1bebce710","_type":"span","marks":[],"text":"💬 "},{"_key":"296f1bebce711","_type":"span","marks":["strong"],"text":"If they’re low in extraversion, they may need more quiet time to recharge."}],"markDefs":[],"style":"normal"},{"_key":"16d348c88b6c","_type":"block","children":[{"_key":"bfd4173c969c0","_type":"span","marks":[],"text":"💬 "},{"_key":"bfd4173c969c1","_type":"span","marks":["strong"],"text":"If they’re high in decisiveness, they might get frustrated by overanalyzing decisions."},{"_key":"bfd4173c969c2","_type":"span","marks":[],"text":" "}],"markDefs":[],"style":"normal"},{"_key":"e218ccc1617e","_type":"block","children":[{"_key":"3508d7ef599a0","_type":"span","marks":[],"text":"By recognizing these tendencies, you create "},{"_key":"3508d7ef599a1","_type":"span","marks":["strong"],"text":"a communication style that feels good for both of you."}],"markDefs":[],"style":"normal"},{"_key":"83a3bca73d78","_type":"block","children":[{"_key":"98d70e234a96","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"eed3c82050e4","_type":"block","children":[{"_key":"3e5630ececdf","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"095fd2df7299","_type":"block","children":[{"_key":"4a7e339cedb80","_type":"span","marks":["strong"],"text":"3. It Strengthens Emotional Connection"}],"markDefs":[],"style":"normal"},{"_key":"165ec65294cc","_type":"block","children":[{"_key":"a490a9210f8b0","_type":"span","marks":[],"text":"Imagine how powerful it is to hear:"}],"markDefs":[],"style":"normal"},{"_key":"c0bf0557c9af","_type":"block","children":[{"_key":"eadeac8bea1b0","_type":"span","marks":[],"text":"🗣️ "},{"_key":"eadeac8bea1b1","_type":"span","marks":["em"],"text":"“I know patience doesn’t come naturally to you, but I see you trying, and I appreciate it.”"}],"markDefs":[],"style":"normal"},{"_key":"8854b2d6cd25","_type":"block","children":[{"_key":"f20b99aa32820","_type":"span","marks":[],"text":"🗣️ "},{"_key":"f20b99aa32821","_type":"span","marks":["em"],"text":"“I know you need time to process things before talking. I won’t rush you—I just want you to know I’m here when you’re ready.”"}],"markDefs":[],"style":"normal"},{"_key":"ae58481f2659","_type":"block","children":[{"_key":"a40aa09e27670","_type":"span","marks":["strong"],"text":"That kind of understanding fosters deep trust."},{"_key":"a40aa09e27671","_type":"span","marks":[],"text":" Instead of seeing each other’s differences as challenges, you start appreciating them as strengths."}],"markDefs":[],"style":"normal"},{"_key":"d4f446fb6127","_type":"block","children":[{"_key":"58ab329d192c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ca2ce0d967df","_type":"block","children":[{"_key":"1ce314f3f7df","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2fe6fee95844","_type":"block","children":[{"_key":"305f24cbb26a0","_type":"span","marks":["strong"],"text":"4. It Creates a Roadmap for Growth Together"}],"markDefs":[],"style":"normal"},{"_key":"01da390c4bb9","_type":"block","children":[{"_key":"d3bec7caeeff0","_type":"span","marks":[],"text":"Understanding each other’s attributes "},{"_key":"d3bec7caeeff1","_type":"span","marks":["strong"],"text":"isn’t just about awareness—it’s about action"},{"_key":"d3bec7caeeff2","_type":"span","marks":[],"text":". Once you recognize how your natural tendencies complement or challenge each other, you can start making small adjustments that lead to "},{"_key":"d3bec7caeeff3","_type":"span","marks":["strong"],"text":"big improvements in your relationship"},{"_key":"d3bec7caeeff4","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"efa90e8c81d0","_type":"block","children":[{"_key":"5fccbfd470eb0","_type":"span","marks":[],"text":"Instead of trying to change each other, you can:"}],"markDefs":[],"style":"normal"},{"_key":"28a05e6606b9","_type":"block","children":[{"_key":"611984ef351d","_type":"span","marks":[],"text":"\n✅ "},{"_key":"5fccbfd470eb1","_type":"span","marks":["strong"],"text":"Play to each other’s strengths"},{"_key":"5fccbfd470eb2","_type":"span","marks":[],"text":" – If one of you is highly adaptable and the other prefers structure, you can find a balance between flexibility and planning.\n✅ "},{"_key":"5fccbfd470eb3","_type":"span","marks":["strong"],"text":"Support areas for growth"},{"_key":"5fccbfd470eb4","_type":"span","marks":[],"text":" – If patience is difficult for one of you, the other can help by providing reassurance rather than frustration.\n✅ "},{"_key":"5fccbfd470eb5","_type":"span","marks":["strong"],"text":"Be mindful of potential friction points"},{"_key":"5fccbfd470eb6","_type":"span","marks":[],"text":" – If one person thrives on deep discussions and the other prefers direct, to-the-point communication, you can create space for both styles."}],"markDefs":[],"style":"normal"},{"_key":"31970080fd78","_type":"block","children":[{"_key":"66f03678295d0","_type":"span","marks":[],"text":"💡 "},{"_key":"66f03678295d1","_type":"span","marks":["em"],"text":"Example:"}],"markDefs":[],"style":"normal"},{"_key":"2471b377b53c","_type":"block","children":[{"_key":"d6d8961f25ee0","_type":"span","marks":[],"text":"🗣 "},{"_key":"d6d8961f25ee1","_type":"span","marks":["em"],"text":"\"I know decisiveness comes easily for you, and you like to make quick decisions, but I need time to process things before committing. Let’s agree to pause and discuss big decisions before acting.\""}],"markDefs":[],"style":"normal"},{"_key":"963ed16bc457","_type":"block","children":[{"_key":"bcb472dddb680","_type":"span","marks":[],"text":"🗣 "},{"_key":"bcb472dddb681","_type":"span","marks":["em"],"text":"\"You naturally lean toward optimism, while I tend to see risks first. Instead of dismissing each other’s perspectives, let’s take both into account when making plans.\""}],"markDefs":[],"style":"normal"},{"_key":"3b389e1b1be4","_type":"block","children":[{"_key":"e336486a23190","_type":"span","marks":[],"text":"By recognizing how your attributes influence each other, you "},{"_key":"e336486a23191","_type":"span","marks":["strong"],"text":"create a roadmap for navigating life together in a way that feels supportive, balanced, and fulfilling."}],"markDefs":[],"style":"normal"},{"_key":"b0c23920bbf6","_type":"block","children":[{"_key":"e1a507ae450c0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"cb9f1e743b87","_type":"block","children":[{"_key":"1a3147bcf4720","_type":"span","marks":["strong"],"text":"How to Discover & Compare Your Attributes"}],"markDefs":[],"style":"headline"},{"_key":"75d3c947689e","_type":"block","children":[{"_key":"8f3f7dfe9ad90","_type":"span","marks":["strong"],"text":"The best relationships don’t just happen—they grow through understanding."},{"_key":"8f3f7dfe9ad91","_type":"span","marks":[],"text":" Take the step today to strengthen yours. ❤️"}],"markDefs":[],"style":"normal"},{"_key":"65af1d86b821","_type":"block","children":[{"_key":"30b28d8d7bd5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c6459535ebf1","_type":"block","children":[{"_key":"8a28f2322ac70","_type":"span","marks":["strong"],"text":"Embrace Your Uniqueness Together"}],"markDefs":[],"style":"normal"},{"_key":"3b046e9acadf","_type":"block","children":[{"_key":"ed5f6e4831db0","_type":"span","marks":[],"text":"No two people are the same, and that’s a beautiful thing. Understanding your attributes—and those of the people closest to you—gives you the "},{"_key":"ed5f6e4831db1","_type":"span","marks":["strong"],"text":"tools to navigate life together with more empathy, patience, and connection"},{"_key":"ed5f6e4831db2","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"5be11480215b","_type":"block","children":[{"_key":"c1530157da330","_type":"span","marks":[],"text":"So whether it’s your partner, best friend, or family member, take the time to "},{"_key":"c1530157da331","_type":"span","marks":["strong"],"text":"understand what makes each of you thrive"},{"_key":"c1530157da332","_type":"span","marks":[],"text":". It could be the key to unlocking the strongest relationship you’ve ever had."}],"markDefs":[],"style":"normal"},{"_key":"62e8eb282314","_type":"block","children":[{"_key":"0b651a8835060","_type":"span","marks":[],"text":"Here’s how to get started:"}],"markDefs":[],"style":"normal"},{"_key":"2294fa5e2569","_type":"block","children":[{"_key":"3a88e47793ec0","_type":"span","marks":[],"text":"1. "},{"_key":"3a88e47793ec1","_type":"span","marks":["strong"],"text":"Take The Attributes Assessment"},{"_key":"3a88e47793ec2","_type":"span","marks":[],"text":" – If you haven’t yet, start by discovering your own attributes."}],"markDefs":[],"style":"normal"},{"_key":"5317a002bf5f","_type":"block","children":[{"_key":"c44e95fa99850","_type":"span","marks":[],"text":"2  "},{"_key":"c44e95fa99851","_type":"span","marks":["strong"],"text":"Invite Your Partner or Friend to Take It Too"},{"_key":"c44e95fa99852","_type":"span","marks":[],"text":" – Share the experience and compare results. \n3. "},{"_key":"c44e95fa99853","_type":"span","marks":["strong"],"text":"Apply What You Learn Daily"},{"_key":"c44e95fa99854","_type":"span","marks":[],"text":" – Adjust how you communicate, navigate challenges, and appreciate each other’s strengths."}],"markDefs":[],"style":"normal"},{"_key":"27db113a0ee7","_type":"block","children":[{"_key":"10a3ad0079e6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c666ccc572b6","_type":"block","children":[{"_key":"1c18f9f2602a0","_type":"span","marks":[],"text":"📢 "},{"_key":"1c18f9f2602a1","_type":"span","marks":["strong"],"text":"Ready to explore your attributes? "},{"_key":"1c18f9f2602a2","_type":"span","marks":["0216f213f6c0","strong"],"text":"Start your journey today"},{"_key":"1c18f9f2602a3","_type":"span","marks":["strong"],"text":"!"}],"markDefs":[{"_key":"0216f213f6c0","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"}]},"date":"2025-02-12","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d5451556cc59","_type":"block","children":[{"_key":"b0ee735816e3","_type":"span","marks":[],"text":"Love, friendship, and family bonds are built on connection—but what really fuels that connection? We often think about shared values, good communication, or quality time. While those are important, there’s something deeper that many overlook: the attributes that drive each person’s behavior. Your attributes shape how you handle stress, make decisions, show up in relationships, and navigate challenges. When you and your partner (or close friend, sibling, or family member) understand each other’s attributes, it’s like unlocking a hidden user manual for how you both operate."}],"markDefs":[],"style":"normal"}]},"featuredBlog":true,"hero_image":{"_type":"image","asset":{"_ref":"image-def9e3c38b8d706b2aa41b625c3233d6e6903d09-1440x275-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"9bb6137c0ebf","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"1b2a58a7c104","_ref":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","_type":"reference"},{"_key":"77c6964d2c56","_ref":"033609b5-e530-4c62-818a-365f7b18a559","_type":"reference"}],"seo":{"_type":"seo","description":"Love, friendship, and family bonds are built on connection—but what really fuels that connection? We often think about shared values, good communication, or quality time. While those are important, there’s something deeper that many overlook: the attributes that drive each person’s behavior. Your attributes shape how you handle stress, make decisions, show up in relationships, and navigate challenges. When you and your partner (or close friend, sibling, or family member) understand each other’s attributes, it’s like unlocking a hidden user manual for how you both operate.","title":"The Secret to Better Relationships: Discovering Attributes Together"},"shortDesc":"Love, friendship, and family bonds are built on connection—but what really fuels that connection? We often think about shared values, good communication, or quality time. While those are important, there’s something deeper that many overlook: the attributes that drive each person’s behavior. Your attributes shape how you handle stress, make decisions, show up in relationships, and navigate challenges. When you and your partner (or close friend, sibling, or family member) understand each other’s attributes, it’s like unlocking a hidden user manual for how you both operate.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-secret-to-better-relationships-discovering-attributes-together"},"socialSharing":{"desc":"Love, friendship, and family bonds are built on connection—but what really fuels that connection? We often think about shared values, good communication, or quality time. While those are important, there’s something deeper that many overlook: the attributes that drive each person’s behavior. Your attributes shape how you handle stress, make decisions, show up in relationships, and navigate challenges. When you and your partner (or close friend, sibling, or family member) understand each other’s attributes, it’s like unlocking a hidden user manual for how you both operate.","image":{"_type":"image","asset":{"_ref":"image-1da8e59099d2147eb0d1d1981ff3cd0b08336590-3000x2001-png","_type":"reference"}},"title":"The Secret to Better Relationships: Discovering Attributes Together"},"title":"The Secret to Better Relationships: Discovering Attributes Together","top_banner":{"center_content":";","left_content":";","link":";","right_content":";","show":false}},{"_id":"5ee23c7c-f022-45da-b956-479eb0c92667","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"8c895b8dd361","_type":"block","children":[{"_key":"5cf244664975","_type":"span","marks":[],"text":""},{"_key":"764c7fb1390f","_type":"span","marks":[],"text":""},{"_key":"3c0e5a9066680","_type":"span","marks":[],"text":"There’s a question I hear all the time from managers:"}],"markDefs":[],"style":"normal"},{"_key":"5ed651b494d4","_type":"block","children":[{"_key":"5767438d02b40","_type":"span","marks":[],"text":"“How do I keep my team motivated?”"},{"_key":"0ea1388f73a80","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cdf9203acb2d","_type":"block","children":[{"_key":"bd3bdd9857690","_type":"span","marks":[],"text":"It’s well-intentioned, but it’s also the wrong question."},{"_key":"92d28d517c840","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4dc05536ee6d","_type":"block","children":[{"_key":"730471f1c4a40","_type":"span","marks":[],"text":"Because motivation—while attractive, emotional, and energizing—is one of the most unreliable tools a leader can use. It fades fast. It’s externally driven. And worst of all, it masks the real variables that drive sustained performance."},{"_key":"3c5681e27e860","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dabbe06f02b0","_type":"block","children":[{"_key":"e623fb1ca71a0","_type":"span","marks":[],"text":"You don’t build high-performing teams by keeping them fired up."},{"_key":"ace0663a690d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a11a36bb1d8d","_type":"block","children":[{"_key":"71e546476629","_type":"span","marks":[],"text":"You build high-performing teams by understanding what fuels them when motivation is hard to come by."}],"markDefs":[],"style":"normal"},{"_key":"d685947c409c","_type":"block","children":[{"_key":"c84162eaffd70","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"456d50d1176f","_type":"block","children":[{"_key":"645ffe9651fd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c63902426bad","_type":"block","children":[{"_key":"f387c55503b70","_type":"span","marks":[],"text":"Motivation Feels Good. But It Doesn’t Last."}],"markDefs":[],"style":"headline"},{"_key":"6f87455a1cbf","_type":"block","children":[{"_key":"57d7a33870f80","_type":"span","marks":[],"text":"I get it. Motivation feels like leadership. The pep talks, the rally cries, the all-hands energy bursts—it feels like you’re doing something. And in the short term, you are."}],"markDefs":[],"style":"normal"},{"_key":"6d44de0105c1","_type":"block","children":[{"_key":"a11c31f1feba0","_type":"span","marks":[],"text":"Motivation spikes adrenaline. It gives people a jolt. It can push them through a crunch."}],"markDefs":[],"style":"normal"},{"_key":"177ca4c35e55","_type":"block","children":[{"_key":"16680b684f190","_type":"span","marks":[],"text":"But here’s the trap: "},{"_key":"da0a502e2ab7","_type":"span","marks":["strong"],"text":"if your team relies on motivation to perform, you don’t have a sustainable system—you have a house of cards"},{"_key":"c70663ecafd6","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"2d830da97f69","_type":"block","children":[{"_key":"751f481bf2f40","_type":"span","marks":[],"text":"You can’t motivate someone into "},{"_key":"8c235e28efca","_type":"span","marks":["strong"],"text":"discipline"},{"_key":"4c78f1e03ff2","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c7982841a877","_type":"block","children":[{"_key":"8e137bded281","_type":"span","marks":[],"text":"You can’t motivate someone into "},{"_key":"287c1e8e84fa","_type":"span","marks":["strong"],"text":"self-efficacy"},{"_key":"8c7cf6f546e0","_type":"span","marks":[],"text":"—the belief that they can navigate challenge on their own."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f1df4c97d419","_type":"block","children":[{"_key":"08c364d8cad7","_type":"span","marks":[],"text":"You can’t motivate "},{"_key":"fdfd3ef33ce9","_type":"span","marks":["strong"],"text":"perseverance"},{"_key":"a355d3172095","_type":"span","marks":[],"text":" or "},{"_key":"baf9adf059a8","_type":"span","marks":["strong"],"text":"resilience"},{"_key":"1bad62efa8ce","_type":"span","marks":[],"text":" when things go sideways."},{"_key":"2c02ba65a180","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d08ea215b071","_type":"block","children":[{"_key":"950d38d11d84","_type":"span","marks":[],"text":"And you definitely can’t motivate good judgment when the environment goes VUCA—volatile, uncertain, complex, ambiguous; that’s when "},{"_key":"3fcd672b9736","_type":"span","marks":["strong"],"text":"Situational Awareness"},{"_key":"5bd53e65aa76","_type":"span","marks":[],"text":" becomes essential, and it doesn't come from a pep talk."},{"_key":"4c58a45c0bb60","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6d67cb01db94","_type":"block","children":[{"_key":"22d4cbdca9d50","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b4ebcaaa04be","_type":"block","children":[{"_key":"7bcd607bda32","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b7b1a2288796","_type":"block","children":[{"_key":"28bb6b09d3c2","_type":"span","marks":[],"text":"What Motivation Is Actually Covering Up"}],"markDefs":[],"style":"headline"},{"_key":"c8ccd1517480","_type":"block","children":[{"_key":"e05e0a5aff44","_type":"span","marks":[],"text":""},{"_key":"550cc72e3fcc","_type":"span","marks":[],"text":"Here’s what most managers don’t realize:"},{"_key":"c7d22ba3735b","_type":"span","marks":[],"text":"\n"},{"_key":"623a95a798a7","_type":"span","marks":[],"text":"Motivation is often used to mask structural problems."}],"markDefs":[]},{"_key":"bfdd85c9b13a","_type":"block","children":[{"_key":"229cf43206fe0","_type":"span","marks":[],"text":"When I see a manager working overtime to “keep the team motivated,” what I usually find under the surface is:"}],"markDefs":[],"style":"normal"},{"_key":"e64e081f74a9","_type":"block","children":[{"_key":"162194a6bc950","_type":"span","marks":[],"text":"Vague or shifting expectations"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"12611d19fc49","_type":"block","children":[{"_key":"6f8e00c38a950","_type":"span","marks":[],"text":"Misaligned roles that ignore natural attributes"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a415c445d4f7","_type":"block","children":[{"_key":"702f17f089070","_type":"span","marks":[],"text":"Processes that require constant pressure to maintain performance"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"62ab196451f9","_type":"block","children":[{"_key":"bf36050c36b00","_type":"span","marks":[],"text":"A lack of trust between peers, and between the manager and the team"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"eb8cbed19037","_type":"block","children":[{"_key":"66dcb98f33010","_type":"span","marks":[],"text":"Inconsistent standards that create more uncertainty than clarity"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"360401c2892f","_type":"block","children":[{"_key":"47341a65a84e0","_type":"span","marks":[],"text":"And so motivation becomes a kind of performance duct tape. It covers the cracks. But it doesn’t fix the foundation."}],"markDefs":[],"style":"normal"},{"_key":"7dbee0cdcab0","_type":"block","children":[{"_key":"f460483a21210","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"494cd9ee98f1","_type":"contentEditorSpacer","height":80},{"_key":"d4d8585e4f9e","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop The Attributes for you and your company.","linkSlug":"consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"fdd59b462f78","_type":"contentEditorSpacer","height":100},{"_key":"b3ef45f1acdc","_type":"block","children":[{"_key":"fa830f68f803","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d52606b734d1","_type":"block","children":[{"_key":"dc3befc2d156","_type":"span","marks":[],"text":"What High-Performing Teams Actually Run On"}],"markDefs":[],"style":"headline"},{"_key":"08f0e1bf42e8","_type":"block","children":[{"_key":"531e9fdaf51e0","_type":"span","marks":[],"text":"Sustained performance isn’t driven by motivation.\nIt’s driven by "},{"_key":"5a321481a66d","_type":"span","marks":["em"],"text":"capacity"},{"_key":"d331ccce3b3b","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"b40ffd1684f8","_type":"block","children":[{"_key":"c54770d457540","_type":"span","marks":[],"text":"Capacity comes from attributes. From internal drivers that don’t need external hype to activate."},{"_key":"79e238957fa40","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a40f6ab53917","_type":"block","children":[{"_key":"67506b4195bf0","_type":"span","marks":["strong"],"text":"Discipline"},{"_key":"0ff6d60e661a","_type":"span","marks":[],"text":" means they show up whether they feel like it or not."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1138c62c7deb","_type":"block","children":[{"_key":"80edfd317ee70","_type":"span","marks":["strong"],"text":"Self-Efficacy"},{"_key":"9fdb9280e252","_type":"span","marks":[],"text":" means they act without needing reassurance."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"91c54da19410","_type":"block","children":[{"_key":"9bcb777cdbe90","_type":"span","marks":["strong"],"text":"Perseverance "},{"_key":"f1c14435008f","_type":"span","marks":[],"text":"and "},{"_key":"be2997376d6d","_type":"span","marks":["strong"],"text":"Resilience "},{"_key":"cdbf773a50ef","_type":"span","marks":[],"text":"mean they are able to keep going when things get tough."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ddcae7ff0eba","_type":"block","children":[{"_key":"9072d505b7e50","_type":"span","marks":["strong"],"text":"Open-Mindedness"},{"_key":"badefc59773c","_type":"span","marks":[],"text":" means they stay engaged over time—not just when it’s exciting—because they remain receptive to evolving goals, feedback, and ideas, even when the path shifts."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"11bb05e5cc0d","_type":"block","children":[{"_key":"4fc3b3bc62970","_type":"span","marks":["strong"],"text":"Adaptability "},{"_key":"95aa9174e207","_type":"span","marks":[],"text":"means they respond to change without being stressed."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d8149383873f","_type":"block","children":[{"_key":"4cf28e9963ce0","_type":"span","marks":[],"text":"These are not moods. They’re not rewards. They’re stable, internal qualities that determine how someone behaves when pressure replaces predictability."}],"markDefs":[],"style":"normal"},{"_key":"f85b3ce70b88","_type":"block","children":[{"_key":"63609dd7546a0","_type":"span","marks":[],"text":"If your team isn’t wired to function when motivation dips, then you’re not managing behavior—you’re managing energy spikes."},{"_key":"f1099b3ef7d60","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4e6e3054a6fc","_type":"block","children":[{"_key":"ca929ac6a60f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"78391952e338","_type":"block","children":[{"_key":"8e7300fed8eb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5bc681c6371a","_type":"block","children":[{"_key":"27ef1cc436a7","_type":"span","marks":[],"text":"The Real Leadership Shift"}],"markDefs":[],"style":"headline"},{"_key":"ddd92866971d","_type":"block","children":[{"_key":"f8324474159f0","_type":"span","marks":[],"text":"If you’re still trying to “motivate” performance, it’s time to shift your lens."}],"markDefs":[],"style":"normal"},{"_key":"dda712f147a5","_type":"block","children":[{"_key":"93fc266d5bda0","_type":"span","marks":[],"text":"Ask better questions."}],"markDefs":[],"style":"normal"},{"_key":"07a4e8270da0","_type":"block","children":[{"_key":"02710bc9cec30","_type":"span","marks":[],"text":"“What does this role actually require when things get uncertain?”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"75f8ae4e3fe0","_type":"block","children":[{"_key":"d40bbb36984e0","_type":"span","marks":[],"text":"“What attributes need to be accessible—consistently—for this person to succeed?”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ba174ca3c017","_type":"block","children":[{"_key":"b96672f2ab110","_type":"span","marks":[],"text":"“Have I built a system that rewards heroics, or one that sustains discipline?”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e916ed1185b1","_type":"block","children":[{"_key":"e3493888cb4b0","_type":"span","marks":[],"text":"Don’t design around adrenaline. Design around "},{"_key":"9d68b7d08166","_type":"span","marks":["em"],"text":"attrition"},{"_key":"2c1e8a553605","_type":"span","marks":[],"text":". Around the moments when the excitement wears off and what’s left is stress, pressure, or fatigue."}],"markDefs":[],"style":"normal"},{"_key":"af4ca62ccee4","_type":"block","children":[{"_key":"8ff406c114330","_type":"span","marks":[],"text":"Because that’s when attributes show up, and that’s when real performance begins."}],"markDefs":[],"style":"normal"},{"_key":"7828522c904f","_type":"block","children":[{"_key":"c41538bbd86f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"459fba2b60d2","_type":"block","children":[{"_key":"126785f334de","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d4610ce64103","_type":"block","children":[{"_key":"e99b099f0d92","_type":"span","marks":[],"text":"Reframing the Manager’s Role"}],"markDefs":[],"style":"headline"},{"_key":"f0d87b890e69","_type":"block","children":[{"_key":"f6536de73f650","_type":"span","marks":[],"text":"Great leaders don’t ask, “How do I keep them motivated?”"}],"markDefs":[],"style":"normal"},{"_key":"e809369082a5","_type":"block","children":[{"_key":"28697a676cc10","_type":"span","marks":[],"text":"They ask, “How do I create an environment where motivation isn’t required?”"}],"markDefs":[],"style":"normal"},{"_key":"4e667fe0e95d","_type":"block","children":[{"_key":"cd8f533440870","_type":"span","marks":[],"text":"That means:"}],"markDefs":[],"style":"normal"},{"_key":"324cb26a65f0","_type":"block","children":[{"_key":"e05f6e59ddfd0","_type":"span","marks":[],"text":"Clarifying outcomes so everyone knows what success looks like"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3d2c488fc830","_type":"block","children":[{"_key":"42a5470ea5630","_type":"span","marks":[],"text":"Aligning roles to natural strengths—not just résumé skills"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6df2d554e4bd","_type":"block","children":[{"_key":"6b87d2d4a6690","_type":"span","marks":[],"text":"Removing friction instead of adding pressure"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"81a2ff7145a6","_type":"block","children":[{"_key":"b90393ab43d80","_type":"span","marks":[],"text":"Building trust so teams self-regulate instead of waiting for direction"},{"_key":"adc50a775e4e0","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"77e5578998e5","_type":"block","children":[{"_key":"b821fa858a2a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ce0b790f2ea5","_type":"block","children":[{"_key":"3513d04b049a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"781bdf5de921","_type":"block","children":[{"_key":"db88232c82fe0","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"97337a1fbafc","_type":"block","children":[{"_key":"04a156e8365a0","_type":"span","marks":[],"text":"Motivation is an accelerant. It can light a fire.\nBut "},{"_key":"680068576f56","_type":"span","marks":["strong"],"text":"attributes"},{"_key":"7a7841ba9d74","_type":"span","marks":[],"text":" are the fuel. They keep the engine running when the initial spark burns out."}],"markDefs":[],"style":"normal"},{"_key":"a31b5e9ce313","_type":"block","children":[{"_key":"3b5a1ed8fad00","_type":"span","marks":[],"text":"So if your team is underperforming, stop chasing energy."}],"markDefs":[],"style":"normal"},{"_key":"a3bd1991ba89","_type":"block","children":[{"_key":"8cdbc946b4e20","_type":"span","marks":[],"text":"Start building capacity."},{"_key":"f3c908f17d7c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8266bf7f57c1","_type":"block","children":[{"_key":"b426324b2496","_type":"span","marks":[],"text":"That’s the difference between managers who drive temporary output—and leaders who build durable performance."}],"markDefs":[],"style":"normal"},{"_key":"21709f104cd1","_type":"block","children":[{"_key":"d176b9dff998","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ad469abb2402","_type":"contentEditorSpacer","height":100},{"_key":"44fe248cea7d","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-02-02","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"8f4aacc3c339","_type":"block","children":[{"_key":"570e2dbae0df","_type":"span","marks":[],"text":"There’s a question I hear all the time from managers: “How do I keep my team motivated?” It’s well-intentioned, but it’s also the wrong question. Because motivation—while attractive, emotional, and energizing—is one of the most unreliable tools a leader can use. It fades fast. It’s externally driven. And worst of all, it masks the real variables that drive sustained performance. You don’t build high-performing teams by keeping them fired up. You build high-performing teams by understanding what fuels them when motivation is hard to come by."}],"markDefs":[],"style":"normal"},{"_key":"9cebb3022056","_type":"block","children":[{"_key":"7c341adf25860","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-e3407d675794f9fe884d292e6136801f25291c34-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"5bbdbc58a75c","_ref":"4cfc0246-b564-47ce-a264-f3e45d5c3137","_type":"reference"},{"_key":"342705bb7db0","_ref":"03b6206f-bcca-4372-98d3-a2838942367b","_type":"reference"},{"_key":"d12cf440478f","_ref":"8e248787-bd4a-46a3-9b7a-7d22d6c4296c","_type":"reference"}],"seo":{"_type":"seo","description":"There’s a question I hear all the time from managers: “How do I keep my team motivated?” It’s well-intentioned, but it’s also the wrong question. Because motivation—while attractive, emotional, and energizing—is one of the most unreliable tools a leader can use. It fades fast. It’s externally driven. And worst of all, it masks the real variables that drive sustained performance. You don’t build high-performing teams by keeping them fired up. You build high-performing teams by understanding what fuels them when motivation is hard to come by.","title":"Why Motivation Is a Terrible Management Strategy"},"shortDesc":"There’s a question I hear all the time from managers: “How do I keep my team motivated?” It’s well-intentioned, but it’s also the wrong question. Because motivation—while attractive, emotional, and energizing—is one of the most unreliable tools a leader can use. It fades fast. It’s externally driven. And worst of all, it masks the real variables that drive sustained performance. You don’t build high-performing teams by keeping them fired up. You build high-performing teams by understanding what fuels them when motivation is hard to come by.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-motivation-is-a-terrible-management-strategy"},"socialSharing":{"desc":"There’s a question I hear all the time from managers: “How do I keep my team motivated?” It’s well-intentioned, but it’s also the wrong question. Because motivation—while attractive, emotional, and energizing—is one of the most unreliable tools a leader can use. It fades fast. It’s externally driven. And worst of all, it masks the real variables that drive sustained performance. You don’t build high-performing teams by keeping them fired up. You build high-performing teams by understanding what fuels them when motivation is hard to come by.","image":{"_type":"image","asset":{"_ref":"image-dc7e3c0b110fe911b9299eb41b7815a5058f580a-1000x667-png","_type":"reference"}},"title":"Why Motivation Is a Terrible Management Strategy"},"title":"Why Motivation Is a Terrible Management Strategy","top_banner":null},{"_id":"5f86b5bb-a3f7-43a5-b74c-c524b62eae02","author":"The Attributes Team","content":{"_type":"contentEditor","content":[{"_key":"5f167ff66076","_type":"block","children":[{"_key":"5a8f96f6301f0","_type":"span","marks":[],"text":"In preparation for your Organizational Attributes Discovery Workshop with Rich Diviney, please complete the following four steps by the date indicated in your welcome email."}],"markDefs":[],"style":"normal"},{"_key":"7415de8b7bc8","_type":"block","children":[{"_key":"c104e311fd17","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5747b1b3d3f1","_type":"block","children":[{"_key":"0ee60955e298","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9f2bf4fc1ee5","_type":"block","children":[{"_key":"c7f55a080e9c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4c479bff8077","_type":"block","children":[{"_key":"c8d60c001690","_type":"span","marks":[],"text":"Step 1: Select your Participants"}],"markDefs":[],"style":"headline"},{"_key":"e17d07b09538","_type":"block","children":[{"_key":"d34bec2c6ee3","_type":"span","marks":["strong"],"text":"We recommend a minimum of 3 and a maximum of 25 participants."}],"markDefs":[],"style":"normal"},{"_key":"747af0033a00","_type":"block","children":[{"_key":"e64dd187227c","_type":"span","marks":[],"text":"To make this choice, consider the individuals on your team that are key stakeholders, leaders, or anyone that you feel embodies and exemplifies your organization’s culture and values. Also, think about including individuals who might benefit from witnessing this discovery process."}],"markDefs":[],"style":"normal"},{"_key":"5858559e8997","_type":"block","children":[{"_key":"b6d8da309773","_type":"span","marks":[],"text":"Make sure to include at least one person (usually from HR or a hiring manager) who will be charged with integrating this work into their hiring or performance review process."}],"markDefs":[],"style":"normal"},{"_key":"c620672ec248","_type":"block","children":[{"_key":"dff450992c47","_type":"span","marks":[],"text":"During the workshop there will be an opportunity to explore the Attributes of a few key positions in your organization, so ensure there are a few participants with the knowledge and expertise to speak to a few different roles. For more details around this, see Step 4."}],"markDefs":[],"style":"normal"},{"_key":"276c22b08c5f","_type":"block","children":[{"_key":"2baf8550a835","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4c035c85078e","_type":"block","children":[{"_key":"b48f1e2d475d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3314f2770dd6","_type":"block","children":[{"_key":"bf6c05370e16","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"98f661c8d861","_type":"block","children":[{"_key":"8fa5c1feb986","_type":"span","marks":["strong"],"text":"Step 2: Fill out the Values & Behaviors Worksheet"}],"markDefs":[],"style":"headline"},{"_key":"c7d7cd2ce11b","_type":"block","children":[{"_key":"8c2c7a1cb851","_type":"span","marks":[],"text":"This "},{"_key":"3259f08ec9a5","_type":"span","marks":["77bb37522390","strong"],"text":"worksheet should be filled out"},{"_key":"0f748d808d35","_type":"span","marks":["strong"],"text":" "},{"_key":"a565fd3c89bb","_type":"span","marks":[],"text":"by your key stakeholders. "}],"markDefs":[{"_key":"77bb37522390","_type":"link","href":"https://drive.google.com/file/d/1HL15ZW7j8aunExEBxqtQdMsCD3W9lI6k/view?usp=sharing"}],"style":"normal"},{"_key":"d0916726bf7f","_type":"block","children":[{"_key":"d19c1458d0f80","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"7262cddc702f","_type":"block","children":[{"_key":"00fb8c781e4b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"49d289785e11","_type":"block","children":[{"_key":"4c6c360fce0b0","_type":"span","marks":["strong"],"text":"Step 3: Set Aside the Time"}],"markDefs":[],"style":"headline"},{"_key":"d23becf2976c","_type":"block","children":[{"_key":"97f5ca817c7b0","_type":"span","marks":[],"text":"The Organizational Attributes Discovery is a day-long workshop."}],"markDefs":[],"style":"normal"},{"_key":"4b4a50ea6e6d","_type":"block","children":[{"_key":"018008dd0cd40","_type":"span","marks":[],"text":"For best results, it is ideal that all participants have the day free to be fully present for the workshop."}],"markDefs":[],"style":"normal"},{"_key":"50cb6ac40eb3","_type":"block","children":[{"_key":"824b71319e2b0","_type":"span","marks":[],"text":"The schedule is as follows:"}],"markDefs":[],"style":"normal"},{"_key":"e849f4ef25fa","_type":"block","children":[{"_key":"6a6cc5aa9c22","_type":"span","marks":[],"text":"9AM-12PM Morning Session"}],"level":1,"listItem":"bullet","markDefs":[]},{"_key":"33f952c7c430","_type":"block","children":[{"_key":"c0704651c7cc0","_type":"span","marks":[],"text":"12-1PM Lunch Break"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fb9e1c606ff9","_type":"block","children":[{"_key":"6095bf2ab06d0","_type":"span","marks":[],"text":"1-5PM Afternoon Session"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e2ce8eac3f44","_type":"block","children":[{"_key":"f3de6fbfbfb30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cc08dea8fe9c","_type":"block","children":[{"_key":"20ec60203dd7","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"7109b7684723","_type":"block","children":[{"_key":"ccfecd822ad80","_type":"span","marks":["strong"],"text":"Step 4: Choose Key Roles To Explore "}],"markDefs":[],"style":"headline"},{"_key":"c1bad216211d","_type":"block","children":[{"_key":"e0e002a801f1","_type":"span","marks":[],"text":"Knowing the foundational Attributes that make your organization successful is the first step. We also want to help you apply this knowledge to your hiring practices. "}],"markDefs":[]},{"_key":"bcbeeb51b58e","_type":"block","children":[{"_key":"b36aaba2513e","_type":"span","marks":[],"text":"At the end of this workshop, we will use a couple of example roles from your organization and break them down into Mission Critical, Essential and Enhancing Attributes. You and your team will get first-hand practice in defining the Attributes for the roles in your organization."}],"markDefs":[]},{"_key":"281340297a2c","_type":"block","children":[{"_key":"b12cdf025266","_type":"span","marks":[],"text":"Come prepared with 2-3 key positions to explore (include job descriptions and responsibilities). Choose roles applicable to the people in the room. "}],"markDefs":[]},{"_key":"c235f7e42f14","_type":"block","children":[{"_key":"948b2e019a9a0","_type":"span","marks":[],"text":"\n"},{"_key":"c520c35cbc3d","_type":"span","marks":["strong"],"text":"At the end of the workshop, you will:"}],"markDefs":[],"style":"normal"},{"_key":"dbc18a2bf9f4","_type":"block","children":[{"_key":"0f03a385a374","_type":"span","marks":[],"text":"Know the Mission Critical, Essential & Enhancing Attributes of your organization"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"15edc0dcdb82","_type":"block","children":[{"_key":"98e88a548dd1","_type":"span","marks":[],"text":"Understand the difference between skills and Attributes to improve your hiring practices"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e1b0b64121f4","_type":"block","children":[{"_key":"1f6f28798a7f","_type":"span","marks":[],"text":"Have context, templates and clear examples to enable you to identify the Attributes that are necessary for each role in your organization"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"03f9488dee7b","_type":"block","children":[{"_key":"b00a7a683ff8","_type":"span","marks":[],"text":"Understand how the Attributes supports teams seeking optimal performance.\n\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"09b536a0c802","_type":"block","children":[{"_key":"77a5a8e80e2b","_type":"span","marks":[],"text":"If you have any questions or need any support in preparing for the workshop, please reach out to "},{"_key":"6e89a69cec86","_type":"span","marks":["a299344f01f5"],"text":"kristen@theattributes.com"}],"markDefs":[{"_key":"a299344f01f5","_type":"link"}],"style":"normal"},{"_key":"517cb4e10e69","_type":"block","children":[{"_key":"7e8d51e081380","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2022-08-05","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"b5b6ff8e69be","_type":"block","children":[{"_key":"b5453d968c92","_type":"span","marks":[],"text":"This is the preparation for your Organizational Attributes Discovery Session with Rich Diviney "}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-8380b452052ea3379da88ec9358a2cd214924c53-2880x550-png","_type":"reference"}},"hideBlog":true,"hide_hero":null,"hide_next_up":true,"hide_share_button":true,"highlightedBlog":null,"relatedPosts":null,"seo":null,"shortDesc":"This is the preparation for your Organizational Attributes Discovery Session with Rich Diviney","showAssessmentTool":false,"slug":{"_type":"slug","current":"organization-attributes-discovery-workshop"},"socialSharing":null,"title":"Pre-Work: Organizational Attributes Discovery Workshop","top_banner":null},{"_id":"67f13552-6736-4bec-87ef-b47138a45472","author":"The Attributes Team","content":{"_type":"contentEditor","content":[{"_key":"973b784c8816","_type":"block","children":[{"_key":"f9279cf1f81c","_type":"span","marks":[],"text":"Case Study by The Attributes Inc"}],"markDefs":[],"style":"normal"},{"_key":"af84fc7cbfff","_type":"block","children":[{"_key":"665a58248310","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0b2f9a411970","_type":"block","children":[{"_key":"b904a6a94ae0","_type":"span","marks":["strong"],"text":"How Coastal Virginia Sleep Solutions Built a Stronger, Values-Driven Team with The Attributes"}],"markDefs":[],"style":"headline"},{"_key":"517e322ebde7","_type":"block","children":[{"_key":"b517f1268409","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"dcd2c23797dc","_type":"block","children":[{"_key":"1f2714731b67","_type":"span","marks":["strong"],"text":"Introduction"}],"markDefs":[],"style":"normal"},{"_key":"07a47cc0fe06","_type":"block","children":[{"_key":"b3f58586f626","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"578132d512d7","_type":"block","children":[{"_key":"c8192c1c2040","_type":"span","marks":[],"text":"In the world of healthcare, technical skill is crucial—but it’s not enough. At "},{"_key":"2241d61dc12d","_type":"span","marks":["strong"],"text":"Coastal Virginia Sleep Solutions"},{"_key":"2e31c30e518d","_type":"span","marks":[],"text":", founder "},{"_key":"6944f1d75a9f","_type":"span","marks":["strong"],"text":"Dr. William Harper"},{"_key":"f7075cc8d6ed","_type":"span","marks":[],"text":" realized that something was missing. Despite a highly educated and hardworking team, the business was hitting invisible roadblocks: team misalignment, hiring misses, and a lack of clarity around what made people truly thrive."}],"markDefs":[],"style":"normal"},{"_key":"383ffa00337f","_type":"block","children":[{"_key":"cfecd0ef52f3","_type":"span","marks":[],"text":"That’s when Dr. Harper discovered "},{"_key":"568c95e52257","_type":"span","marks":["em"],"text":"The Attributes"},{"_key":"1502cec88d17","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"dd4c5b71558e","_type":"block","children":[{"_key":"13ef3a5132f0","_type":"span","marks":["em"],"text":"“We’re smart people—we know how to get the grades. But building a strong team? That was a whole different skill set we didn’t have.”"},{"_key":"74e951b89f00","_type":"span","marks":[],"text":" — "},{"_key":"ac643beef219","_type":"span","marks":["strong"],"text":"Dr. William Harper, Founder"}],"markDefs":[],"style":"normal"},{"_key":"d02b7d2e2567","_type":"block","children":[{"_key":"756a37c28388","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"aea9f7fa1dd0","_type":"block","children":[{"_key":"10d7a4a6d526","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4ea03e579641","_type":"block","children":[{"_key":"223148e90207","_type":"span","marks":["strong"],"text":"The Challenge: A Search for Alignment and Team Cohesion"}],"markDefs":[],"style":"headline"},{"_key":"4bbe87b88071","_type":"block","children":[{"_key":"04cf7c69c12c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"776ea1bb6b9a","_type":"block","children":[{"_key":"5700ad35d91f","_type":"span","marks":["strong"],"text":"Traditional hiring approaches weren’t delivering strong teams"}],"markDefs":[],"style":"normal"},{"_key":"f8b7608c590a","_type":"block","children":[{"_key":"8724e9494d61","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"11a84704cfe7","_type":"block","children":[{"_key":"cf8850f0eb76","_type":"span","marks":[],"text":"Dr. Harper was relying on résumés and degrees to evaluate candidates, like most of the healthcare world. But technical skills and experience alone weren’t cutting it."}],"markDefs":[],"style":"normal"},{"_key":"445f9d7d0ddc","_type":"block","children":[{"_key":"9a1826ac7a13","_type":"span","marks":["em"],"text":"“Dentistry - and healthcare in general - used to be this old-school world where, if you had a diploma on the wall, everyone just listened to you. But that approach doesn’t build teams. It doesn’t lead to trust or cohesion.”"}],"markDefs":[],"style":"normal"},{"_key":"737badc1a10d","_type":"block","children":[{"_key":"5ff4eb4839e2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cf704286bbbd","_type":"block","children":[{"_key":"8be918982962","_type":"span","marks":["strong"],"text":"There was no shared framework for identifying fit"}],"markDefs":[],"style":"normal"},{"_key":"75b7e4027da7","_type":"block","children":[{"_key":"8891c95e2e30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2875535624ba","_type":"block","children":[{"_key":"8f314c62a893","_type":"span","marks":[],"text":"Dr. Harper had a hunch that some employees simply weren’t a good match for the culture he was trying to create, but he lacked a way to articulate or assess it."}],"markDefs":[],"style":"normal"},{"_key":"d3b41879c709","_type":"block","children":[{"_key":"f3b194061609","_type":"span","marks":["em"],"text":"“I didn’t know what I was looking for. Was I trying to fit square pegs into round holes? I just knew it wasn’t working, but I couldn’t explain why.”"}],"markDefs":[],"style":"normal"},{"_key":"0e26ac70314b","_type":"block","children":[{"_key":"ecf4d0d432a0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f639ce5d6c27","_type":"block","children":[{"_key":"69f74dfec6ca","_type":"span","marks":["strong"],"text":"COVID-19 magnified people's challenges"}],"markDefs":[],"style":"normal"},{"_key":"aefcfbe9e9c1","_type":"block","children":[{"_key":"cff2a4ad902a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7bf40176b3a2","_type":"block","children":[{"_key":"4e9bad6eb475","_type":"span","marks":[],"text":"Like many leaders, Dr. Harper found that the pandemic radically shifted employee expectations, motivation, and energy, making it more urgent than ever to make the right decisions for people."}],"markDefs":[],"style":"normal"},{"_key":"0a9098da45d9","_type":"block","children":[{"_key":"5417a0fba6d1","_type":"span","marks":["em"],"text":"“COVID changed everything about how people relate to work. It became critical to understand not just what people could do, but who they were underneath.”"}],"markDefs":[],"style":"normal"},{"_key":"8fc4dd10ee5d","_type":"block","children":[{"_key":"c00c1473d775","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ad654355b36e","_type":"block","children":[{"_key":"583f4244e656","_type":"span","marks":["strong"],"text":"The Breakthrough: A New Lens on People and Performance"}],"markDefs":[],"style":"normal"},{"_key":"1522f491937a","_type":"block","children":[{"_key":"fcbb06d46f04","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bec9402b9891","_type":"block","children":[{"_key":"671df9f31768","_type":"span","marks":[],"text":"Dr. Harper first heard Rich Diviney speak on a podcast, and it stopped him in his tracks."}],"markDefs":[],"style":"normal"},{"_key":"765a32a236f0","_type":"block","children":[{"_key":"709be0d155fb","_type":"span","marks":["em"],"text":"“It just clicked. Everything Rich said about people, teams, and performance made total sense. It was the first time I’d heard someone talk about the human component in a way that actually applied to my world.”"}],"markDefs":[],"style":"normal"},{"_key":"fb46c58b9ab9","_type":"block","children":[{"_key":"5a30a19f7987","_type":"span","marks":[],"text":"From that point, he dove headfirst into the Attributes framework. What began as a curiosity turned into a complete transformation."}],"markDefs":[],"style":"normal"},{"_key":"b5d7f2218c88","_type":"block","children":[{"_key":"da0be8590fc3","_type":"span","marks":["em"],"text":"“I thought it would be good. But honestly - it’s been more than I ever expected.”"}],"markDefs":[],"style":"normal"},{"_key":"c331f4e36440","_type":"block","children":[{"_key":"3da54a6ba34c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c973be6bcc13","_type":"block","children":[{"_key":"1a58bdc1c440","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bab8028c3404","_type":"block","children":[{"_key":"41739a540706","_type":"span","marks":["strong"],"text":"Implementation: Embedding Attributes Across the Business"}],"markDefs":[],"style":"headline"},{"_key":"348d85e1e2f5","_type":"block","children":[{"_key":"2009c2e2dd94","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"dfcc25d63c34","_type":"block","children":[{"_key":"e2137da97c19","_type":"span","marks":["strong"],"text":"Understanding the Attributes the Company Needs"}],"markDefs":[],"style":"normal"},{"_key":"e17ab33a410b","_type":"block","children":[{"_key":"5ed9ce41dc12","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fefece7e8b7f","_type":"block","children":[{"_key":"74efc0c324e4","_type":"span","marks":[],"text":"The first step was to define the most critical attributes in line with the team's values and culture. That process helped the team articulate "},{"_key":"f8656863190b","_type":"span","marks":["strong"],"text":"what they stood for"},{"_key":"3f96f634551b","_type":"span","marks":[],"text":", and showed Dr. Harper "},{"_key":"2bd4c7935d54","_type":"span","marks":["strong"],"text":"who was naturally aligned—and who wasn’t."}],"markDefs":[],"style":"normal"},{"_key":"0741067fbe1b","_type":"block","children":[{"_key":"5bda1043b750","_type":"span","marks":["em"],"text":"“Some people were 100% aligned. Others, not so much. That was eye-opening.”"}],"markDefs":[],"style":"normal"},{"_key":"7e56d855a3dc","_type":"block","children":[{"_key":"4b18ba1372c3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dc2727c8364b","_type":"block","children":[{"_key":"8e137696d862","_type":"span","marks":["strong"],"text":"Revamping the Hiring Process"}],"markDefs":[],"style":"normal"},{"_key":"7a5d890fe665","_type":"block","children":[{"_key":"09e9e5bf4b32","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"866b6d98a3f5","_type":"block","children":[{"_key":"252bf67d9b60","_type":"span","marks":[],"text":"Diving deeper into specific "},{"_key":"82e89e011217","_type":"span","marks":["strong"],"text":"attributes needed by role"},{"_key":"15778d5db1b4","_type":"span","marks":[],"text":", Coastal Virginia Sleep Solutions built an entirely new approach to evaluating candidates:"}],"markDefs":[],"style":"normal"},{"_key":"433eb851891e","_type":"block","children":[{"_key":"19ec53b9d6e80","_type":"span","marks":["strong"],"text":"Scanned résumés"},{"_key":"28463f060506","_type":"span","marks":[],"text":" for signs of key attributes (or red flags)."},{"_key":"19ec53b9d6e81","_type":"span","marks":[],"text":"\n"},{"_key":"4a22ed2860590","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"69bcc62d7cf2","_type":"block","children":[{"_key":"761295d3606a0","_type":"span","marks":["strong"],"text":"Introduced attribute-based phone screens"},{"_key":"dd6aaae96419","_type":"span","marks":[],"text":" using custom questions."},{"_key":"761295d3606a1","_type":"span","marks":[],"text":"\n"},{"_key":"118a539324dc0","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f5ac5b303c8c","_type":"block","children":[{"_key":"5f70c0d1f83e0","_type":"span","marks":["strong"],"text":"Created situational interviews"},{"_key":"da44c37f55ef","_type":"span","marks":[],"text":" that tested real-world behaviors.\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"810ed86eb20a","_type":"block","children":[{"_key":"5efa3eda55110","_type":"span","marks":[],"text":"Even "},{"_key":"d4d2006e7d69","_type":"span","marks":["strong"],"text":"used a slightly-too-warm interview room"},{"_key":"5bdd2294b60d","_type":"span","marks":[],"text":" to observe how candidates handled discomfort (which one new hire handled with grace)."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3a673614527f","_type":"block","children":[{"_key":"89cb1ce4ff860","_type":"span","marks":["em"],"text":"“We now interview for attributes like we interview for clinical skills. We put people in real situations and see what comes out.”"}],"markDefs":[],"style":"normal"},{"_key":"34d6169bd9d6","_type":"block","children":[{"_key":"c21c9ec1597d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c97e8b6c2cef","_type":"block","children":[{"_key":"4dc3b2134cf3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3bdeec3d9530","_type":"block","children":[{"_key":"f3bd6c906b4c","_type":"span","marks":["strong"],"text":"Using the Attribute Assessment for Development"}],"markDefs":[],"style":"normal"},{"_key":"b41b289486d9","_type":"block","children":[{"_key":"fccee1d93897","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dbdf3601ed50","_type":"block","children":[{"_key":"985e6aab651f","_type":"span","marks":[],"text":"Every team member now takes the Attributes Assessment. It’s used not to label or judge, but to spark coaching and self-awareness."}],"markDefs":[],"style":"normal"},{"_key":"456502e14a11","_type":"block","children":[{"_key":"80ed898691f4","_type":"span","marks":["em"],"text":"“In a stressful moment, you can really see the attributes play out. It helps us understand each other and make better choices in the moment.”"}],"markDefs":[],"style":"normal"},{"_key":"2232e80fd341","_type":"block","children":[{"_key":"9bbba0d2add0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7cc2945eafc8","_type":"block","children":[{"_key":"1fb07dbf3929","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b7e9984031a8","_type":"block","children":[{"_key":"8a4a1e27dd4b","_type":"span","marks":["strong"],"text":"The Results: A Stronger, More Aligned Organization"}],"markDefs":[],"style":"headline"},{"_key":"7f14c4ee80e0","_type":"block","children":[{"_key":"2fa44b6f89ae","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"a695d7c6ef3d","_type":"block","children":[{"_key":"4843dcf09526","_type":"span","marks":["strong"],"text":"More confident hiring"}],"markDefs":[],"style":"normal"},{"_key":"9843cf283715","_type":"block","children":[{"_key":"5cebab697f31","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"501a0cb468bc","_type":"block","children":[{"_key":"8121171ff0e9","_type":"span","marks":["em"],"text":"“We’re not 100% perfect, but now when I see a résumé, I can already sense some of the attributes that might be there. That’s never happened before.”"}],"markDefs":[],"style":"normal"},{"_key":"b3546482ef38","_type":"block","children":[{"_key":"ceece6877bbe","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"894119096297","_type":"block","children":[{"_key":"776632668405","_type":"span","marks":["strong"],"text":"Better team performance and feedback culture"}],"markDefs":[],"style":"normal"},{"_key":"28e02f11a7fa","_type":"block","children":[{"_key":"5b9cdae224cb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1401f6d31441","_type":"block","children":[{"_key":"ee8db2449b7c","_type":"span","marks":[],"text":"Dr. Harper shared an example where a team lead raised a concern using attribute language, not gossip or complaints."}],"markDefs":[],"style":"normal"},{"_key":"23d52cde0d9d","_type":"block","children":[{"_key":"f21a16250785","_type":"span","marks":["em"],"text":"“Instead of saying, ‘She’s being difficult,’ she said, ‘Her Teamability is really low. It’s hurting us.’ That changes the whole conversation.”"}],"markDefs":[],"style":"normal"},{"_key":"810a93b526ec","_type":"block","children":[{"_key":"627dc4751fff","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4c9d150d6123","_type":"block","children":[{"_key":"f7a5e135b4ec","_type":"span","marks":["strong"],"text":"A common language across the business"}],"markDefs":[],"style":"normal"},{"_key":"57c9487f9664","_type":"block","children":[{"_key":"b68fd220da25","_type":"span","marks":[],"text":"\nThe team now uses attributes such as "},{"_key":"e708725512fd","_type":"span","marks":["strong"],"text":"insouciance, Teamability, and Empathy"},{"_key":"3777e436ba37","_type":"span","marks":[],"text":" in daily conversations to assess, reflect on, and provide feedback."}],"markDefs":[],"style":"normal"},{"_key":"18a475c78387","_type":"block","children":[{"_key":"89ebd5e5a10d0","_type":"span","marks":[],"text":"\n"},{"_key":"5e4fa65fdd7a0","_type":"span","marks":["em"],"text":"“We use this language all the time. I’ve even heard team members use it when talking about their kids.”"}],"markDefs":[],"style":"normal"},{"_key":"1035bd0151ac","_type":"block","children":[{"_key":"330252d29a2c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3f542fe6516c","_type":"block","children":[{"_key":"4a158bfeba25","_type":"span","marks":["strong"],"text":"Personal transformation for the leader"}],"markDefs":[],"style":"normal"},{"_key":"aa8f766c6179","_type":"block","children":[{"_key":"ae6a31fd042b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"04fb9cb3c509","_type":"block","children":[{"_key":"aee7e80a4e5b","_type":"span","marks":[],"text":"For Dr. Harper, the shift went beyond business - it changed how he sees himself."}],"markDefs":[],"style":"normal"},{"_key":"066f3d372a31","_type":"block","children":[{"_key":"cd0cfbecb124","_type":"span","marks":["em"],"text":"“It helped me stop beating myself up over the things I’m low in. Instead, I focus on how I can use my strengths - and understand others more compassionately.”"}],"markDefs":[],"style":"normal"},{"_key":"d7ce98ac0f99","_type":"block","children":[{"_key":"deeccbf77995","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c95b8e4026c5","_type":"block","children":[{"_key":"f361deb916fe","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"da1ceb537260","_type":"block","children":[{"_key":"550060e1cca6","_type":"span","marks":["strong"],"text":"Looking Ahead: Growing With Purpose"}],"markDefs":[],"style":"headline"},{"_key":"c311605826f1","_type":"block","children":[{"_key":"bb934b3ed21f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"0fe44b975799","_type":"block","children":[{"_key":"33f3727c78b4","_type":"span","marks":[],"text":"Coastal Virginia Sleep Solutions is expanding—adding a third office in Williamsburg—and they feel more prepared than ever to grow "},{"_key":"49510b528f5c","_type":"span","marks":["strong"],"text":"with intention."}],"markDefs":[],"style":"normal"},{"_key":"4e40a9fe7f64","_type":"block","children":[{"_key":"1027c08e397a","_type":"span","marks":["em"],"text":"“These offices need people. And now we have a system to find the right ones.”"}],"markDefs":[],"style":"normal"},{"_key":"538496b0d299","_type":"block","children":[{"_key":"818fa9de70040","_type":"span","marks":[],"text":"Dr. Harper is already looking for ways to "},{"_key":"9d67a2cac7ff","_type":"span","marks":["strong"],"text":"train others internally"},{"_key":"e3dc55876f5e","_type":"span","marks":[],"text":" on The Attributes and help his team "},{"_key":"592f1789adac","_type":"span","marks":["strong"],"text":"continue to evolve."}],"markDefs":[],"style":"normal"},{"_key":"28029b407b63","_type":"block","children":[{"_key":"d640a66bbb4b","_type":"span","marks":["em"],"text":"“I nerd out on this stuff. I want to keep going. Keep growing.”"}],"markDefs":[],"style":"normal"},{"_key":"85c1aa83a5f4","_type":"block","children":[{"_key":"a24d386c34e6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c7d5e2ce38ca","_type":"block","children":[{"_key":"2342ce65877e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"083f84dccd0b","_type":"block","children":[{"_key":"d678946126c5","_type":"span","marks":["strong"],"text":"Why Attributes Matter in Healthcare (and Beyond)"}],"markDefs":[],"style":"headline"},{"_key":"d418fa44c402","_type":"block","children":[{"_key":"64cfa0b186c2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"a707903bd28d","_type":"block","children":[{"_key":"36290e47b6ae","_type":"span","marks":[],"text":"This case study isn’t about health care. It’s about leadership."}],"markDefs":[],"style":"normal"},{"_key":"df2eef7ffd1d","_type":"block","children":[{"_key":"191ecaf09c27","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8dd8cc2d2596","_type":"block","children":[{"_key":"30d442361b8f","_type":"span","marks":[],"text":"It’s about what happens "},{"_key":"6837bcc1efa5","_type":"span","marks":["strong"],"text":"when a founder stops asking, “What can you do?” and starts asking, “Who are you?”"}],"markDefs":[],"style":"normal"},{"_key":"7cafb017d1e5","_type":"block","children":[{"_key":"36f92e2903d90","_type":"span","marks":[],"text":"\nDr. Harper summed it up best:"}],"markDefs":[],"style":"normal"},{"_key":"f037d9413d1b","_type":"block","children":[{"_key":"b7eb3ce692480","_type":"span","marks":[],"text":"\n"},{"_key":"0263dad183e6","_type":"span","marks":["em"],"text":"“I used to think team-building was about skills. Now I know—it’s about attributes. That’s what makes the difference.”"}],"markDefs":[],"style":"normal"},{"_key":"9930287c2bd4","_type":"block","children":[{"_key":"fb96d9fcc22d0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2025-04-08","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"b736f58f4ba9","_type":"block","children":[{"_key":"9b9d10c778f7","_type":"span","marks":[],"text":"In the world of healthcare, technical skill is crucial - but it’s not enough. At Coastal Virginia Sleep Solutions, founder Dr. William Harper realized that something was missing. Despite a highly educated and hardworking team, the business was hitting invisible roadblocks: team misalignment, hiring misses, and a lack of clarity around what made people truly thrive. That’s when Dr. Harper discovered The Attributes."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-c3679164d4202c73791bd496068fd71ee5934063-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"99a22941fa19","_ref":"1b4b5e89-0c07-4580-adca-8cb475381d21","_type":"reference"},{"_key":"497cbbf2fda2","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"e1ad172d2849","_ref":"033609b5-e530-4c62-818a-365f7b18a559","_type":"reference"}],"seo":{"_type":"seo","description":"In the world of healthcare, technical skill is crucial - but it’s not enough. At Coastal Virginia Sleep Solutions, founder Dr. William Harper realized that something was missing. Despite a highly educated and hardworking team, the business was hitting invisible roadblocks: team misalignment, hiring misses, and a lack of clarity around what made people truly thrive. That’s when Dr. Harper discovered The Attributes.","title":"How Coastal Virginia Sleep Solutions Built a Stronger, Values-Driven Team with The Attributes"},"shortDesc":"In the world of healthcare, technical skill is crucial - but it’s not enough. At Coastal Virginia Sleep Solutions, founder Dr. William Harper realized that something was missing. Despite a highly educated and hardworking team, the business was hitting invisible roadblocks: team misalignment, hiring misses, and a lack of clarity around what made people truly thrive. That’s when Dr. Harper discovered The Attributes.","showAssessmentTool":null,"slug":{"_type":"slug","current":"how-coastal-virginia-sleep-solutions-built-a-stronger-values-driven-team-with-the-attributes"},"socialSharing":{"desc":"In the world of healthcare, technical skill is crucial - but it’s not enough. At Coastal Virginia Sleep Solutions, founder Dr. William Harper realized that something was missing. Despite a highly educated and hardworking team, the business was hitting invisible roadblocks: team misalignment, hiring misses, and a lack of clarity around what made people truly thrive. That’s when Dr. Harper discovered The Attributes.","image":{"_type":"image","asset":{"_ref":"image-0fb1531d304225020b574d82e8964663169a2d24-1000x667-png","_type":"reference"}},"title":"How Coastal Virginia Sleep Solutions Built a Stronger, Values-Driven Team with The Attributes"},"title":"How Coastal Virginia Sleep Solutions Built a Stronger, Values-Driven Team with The Attributes","top_banner":{"center_content":";","leftContentLink":";","left_content":";","link":";","right_content":";"}},{"_id":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"cc7331914d10","_type":"block","children":[{"_key":"3cc40fb7300e","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"08dfc56a2b14","_type":"span","marks":["em","b51002820cd7"],"text":"here"},{"_key":"9bd886043073","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"b51002820cd7","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"460b776bdd29","_type":"block","children":[{"_key":"338b5161ef52","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1914618ebbcb","_type":"block","children":[{"_key":"4060b906f8b4","_type":"span","marks":[],"text":"Plenty of people are in positions of leadership but aren’t "},{"_key":"f669a38b0692","_type":"span","marks":["em"],"text":"leaders "},{"_key":"262864dc576d","_type":"span","marks":[],"text":"at all."}],"markDefs":[{"_key":"b51002820cd7","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"19fbf79d46a7","_type":"block","children":[{"_key":"ca7cfd49cbc90","_type":"span","marks":[],"text":"They are actually what I call "},{"_key":"ba751d67604c1","_type":"span","marks":["em"],"text":"drivers."}],"markDefs":[],"style":"normal"},{"_key":"f0afc2dc1977","_type":"block","children":[{"_key":"affb0a446b5f0","_type":"span","marks":[],"text":"Drivers are the heads of teams that see themselves in the driver’s seat, responsible for everything."}],"markDefs":[],"style":"normal"},{"_key":"539a30e7e385","_type":"block","children":[{"_key":"5b6bd18e2de90","_type":"span","marks":[],"text":"Drivers look at their organizations like machines under their control – and the people as simply mechanisms to manipulate. To make things happen they push this button or pull that lever. And when things don’t go according to plan, their immediate solution is to punish or replace team members (i.e., replace the faulty switch)."}],"markDefs":[],"style":"normal"},{"_key":"80fef2631f0b","_type":"block","children":[{"_key":"be5a6474d18c0","_type":"span","marks":[],"text":"Drivers operate tight ships. They often demand excellence. But here’s the thing: except for short-term sprints such as in some startup environments, driving limits performance."}],"markDefs":[],"style":"normal"},{"_key":"a466b23f92ff","_type":"block","children":[{"_key":"2243ae5371750","_type":"span","marks":[],"text":"\n"},{"_key":"ab26327ae7050","_type":"span","marks":["strong"],"text":"The Problem with Driving"}],"markDefs":[],"style":"normal"},{"_key":"9bf112e4b30b","_type":"block","children":[{"_key":"cd36960534620","_type":"span","marks":[],"text":"Driving contradicts basic psychology. People actually want"},{"_key":"d2ed9a7268aa1","_type":"span","marks":["em"],"text":" "},{"_key":"d2ed9a7268aa2","_type":"span","marks":[],"text":"to go the extra mile. But they do it best when they are "},{"_key":"d2ed9a7268aa3","_type":"span","marks":["em"],"text":"empowered "},{"_key":"d2ed9a7268aa4","_type":"span","marks":[],"text":"to do so, not manipulated or coerced."}],"markDefs":[],"style":"normal"},{"_key":"a8249bd7a665","_type":"block","children":[{"_key":"5ce7fb0569f20","_type":"span","marks":[],"text":"A study written up by Carne Ross for the Harvard Business Review showed that the effort to succeed among team members is at its peak when they are progressing towards goals."}],"markDefs":[],"style":"normal"},{"_key":"388a5922e865","_type":"block","children":[{"_key":"9273b53441350","_type":"span","marks":[],"text":"But people do not feel empowered to perform their best if they are being treated as replaceable parts. Treat people like you don’t need or care about them and they will act like you don’t need or care about them. They will deliver only the value you demand, and no more."}],"markDefs":[],"style":"normal"},{"_key":"b3ec0c061616","_type":"block","children":[{"_key":"feaba8e3fb140","_type":"span","marks":[],"text":"Creativity and initiative die under the heavy hands of drivers."}],"markDefs":[],"style":"normal"},{"_key":"77a9602f4056","_type":"contentEditorSpacer","height":80},{"_key":"e4755038a70a","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"bcc0ee805432","_type":"contentEditorSpacer","height":100},{"_key":"9aef631639aa","_type":"block","children":[{"_key":"11828ba7971b","_type":"span","marks":[],"text":"\n"},{"_key":"67043aa727f10","_type":"span","marks":["strong"],"text":"Optimal Performance Comes from Leadership"}],"markDefs":[],"style":"normal"},{"_key":"b09ff9e14440","_type":"block","children":[{"_key":"801871f869740","_type":"span","marks":[],"text":"True leadership is not driving. In fact, it’s the opposite. It’s understanding that leaders are just one part of a bigger whole—like an organ in a living, breathing body. And nourishing "},{"_key":"e2ec7cfcef551","_type":"span","marks":["em"],"text":"all"},{"_key":"e2ec7cfcef552","_type":"span","marks":[],"text":" the organs is necessary in order to thrive."}],"markDefs":[],"style":"normal"},{"_key":"7685e7d71de4","_type":"block","children":[{"_key":"5d4c3bbbfda70","_type":"span","marks":[],"text":"Leaders do have a special perspective: they have the broadest vantage point. But having the broadest perspective doesn’t mean that it’s "},{"_key":"9b8dc833abd51","_type":"span","marks":["em"],"text":"better. "},{"_key":"9b8dc833abd52","_type":"span","marks":[],"text":"In fact, true leaders know that others have skills and access to details they will surely miss. A true leader will respect and even defer to the strengths of others. A true leader will actually be glad to diminish their own importance."}],"markDefs":[],"style":"normal"},{"_key":"547ca98dd1d9","_type":"block","children":[{"_key":"f4051a1568660","_type":"span","marks":[],"text":"True leaders don’t celebrate or elevate themselves. Instead, they set the example for how they want other team members to perform. They seek out opportunities to help and to serve. No task is beneath them. They go the extra mile in serving the mission, which is shared by everybody."}],"markDefs":[],"style":"normal"},{"_key":"80d71269b659","_type":"block","children":[{"_key":"ea4d6393f7de0","_type":"span","marks":[],"text":"\n"},{"_key":"640ccdd05ab50","_type":"span","marks":["strong"],"text":"Who Gets Followed"}],"markDefs":[],"style":"normal"},{"_key":"6bd05cd425dd","_type":"block","children":[{"_key":"bb5b27352a460","_type":"span","marks":[],"text":"No one follows drivers. When you’re subordinate to a driver, you’re just pushed along until you’re no longer useful."}],"markDefs":[],"style":"normal"},{"_key":"1fee8d9d5b70","_type":"block","children":[{"_key":"fd68fa66b0fe","_type":"span","marks":[],"text":"But everybody is eager to follow a leader. Leaders come in all guises, but the one quality they share is that they inspire. They inspire because they lead by example, and because they support and empower."}],"markDefs":[],"style":"normal"},{"_key":"bf89c16ccd1d","_type":"block","children":[{"_key":"a7d46d92084f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"67b942bae623","_type":"block","children":[{"_key":"d5fb14cfb90c0","_type":"span","marks":["strong"],"text":"Leaders Are Neither Born nor Made - They Are Chosen"}],"markDefs":[],"style":"normal"},{"_key":"8910b741db57","_type":"block","children":[{"_key":"cd1eead8f60d0","_type":"span","marks":[],"text":"Titles mean nothing."}],"markDefs":[],"style":"normal"},{"_key":"48ca56bc3f01","_type":"block","children":[{"_key":"22c1a8a54389","_type":"span","marks":[],"text":"The only way to know if you’re a leader—if you’re a true leader—is if that’s how your team members think of you."}],"markDefs":[],"style":"normal"},{"_key":"e98de194c2ff","_type":"block","children":[{"_key":"0aa2f96c03f6","_type":"span","marks":[],"text":"Do your team members follow you willingly? Are they inspired by you and eager to work with you?"}],"markDefs":[],"style":"normal"},{"_key":"9f5a56fc9442","_type":"block","children":[{"_key":"0b2b8312c67b","_type":"span","marks":[],"text":"This is what makes a true leader. It is a consistent factor among outstanding teams."}],"markDefs":[],"style":"normal"},{"_key":"9d46c03b586c","_type":"block","children":[{"_key":"edee090c82aa","_type":"span","marks":[],"text":"It is also a consistent factor I see across the organizations that are innovating, advancing, and inspiring optimal performance. Top organizations are racing to fill their ranks with true leaders."}],"markDefs":[],"style":"normal"},{"_key":"5bb7f5e99613","_type":"block","children":[{"_key":"1f3344eb3a6d","_type":"span","marks":[],"text":"Want to inspire optimal performance? Stop being a driver."}],"markDefs":[],"style":"normal"},{"_key":"fdc1f521ede5","_type":"block","children":[{"_key":"0a46b57754ff","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"740ebb4189d9","_type":"contentEditorSpacer","height":100},{"_key":"0e132c4d9965","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-10-24","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"cce6c114ae8a","_type":"block","children":[{"_key":"d473d0ccbbe5","_type":"span","marks":[],"text":"Plenty of people are in positions of leadership but aren’t leaders at all. They are actually what I call drivers. Drivers are the heads of teams that see themselves in the driver’s seat, responsible for everything."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-ef2ae5d4e22db93e0556c21f82854150418f26fb-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"949991393369","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"},{"_key":"3b6a9a6a6983","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"0721ebd7df1f","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"}],"seo":{"_type":"seo","description":"Learn the critical difference between driving and leading teams. Develop authentic leadership skills with The Attributes.","title":"Understanding the Leadership Problem: Why Many Leaders Are Just Drivers"},"shortDesc":"Plenty of people are in positions of leadership but aren’t leaders at all. They are actually what I call drivers. Drivers are the heads of teams that see themselves in the driver’s seat, responsible for everything.","showAssessmentTool":false,"slug":{"_type":"slug","current":"most-leaders-are-actually-drivers-heres-why-thats-a-problem"},"socialSharing":{"desc":"Plenty of people are in positions of leadership but aren’t leaders at all. They are actually what I call drivers. Drivers are the heads of teams that see themselves in the driver’s seat, responsible for everything.","image":{"_type":"image","asset":{"_ref":"image-b8ef58e565c46a142d79ef9d619929d985048aad-2000x1334-png","_type":"reference"}},"title":"Most “Leaders” are actually Drivers – Here’s Why That’s a Problem"},"title":"Most “Leaders” Are Actually Drivers – Here’s Why That’s a Problem","top_banner":null},{"_id":"69ada1dc-f63b-4b6b-95d2-471e0d493141","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"c80982c93661","_type":"block","children":[{"_key":"853166558c5d","_type":"span","marks":[],"text":"Attributes are innate qualities that are hardwired into our core and make us who we are. At birth, we all have varying amounts of each Attribute. These Attributes determine our strengths, weaknesses, and how we react when put in different situations. It’s easy to fall for the trap of believing there is a specific “correct” set of Attributes, but this is far from the truth. Certain Attributes help you in certain situations. What matters is you have the Attributes necessary to complete the specific tasks at hand."}],"markDefs":[],"style":"normal"},{"_key":"26c0e96259f6","_type":"block","children":[{"_key":"eee6ca86215c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bbc96fb23260","_type":"block","children":[{"_key":"e3eccc4bcd19","_type":"span","marks":[],"text":"But what is the science behind this all? There had to be a reason for why Attributes made somebody a certain way, and why each person had a specific set of them. I took this question to the experts like Dr. Andrew Huberman."}],"markDefs":[],"style":"normal"},{"_key":"3881c6f4a4fb","_type":"block","children":[{"_key":"2f2dbf1069a9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f3ca21a624fa","_type":"block","children":[{"_key":"e8259177c19c0","_type":"span","marks":[],"text":"Dr. Andrew Huberman is a tenured professor of Neurobiology and Ophthalmology at the Stanford University of Medicine. As part of The Attributes launch event, I sat down with him to dig deeper into the neuroscience that went on behind our Attributes."}],"markDefs":[],"style":"normal"},{"_key":"1eeef85c7a0b","_type":"block","children":[{"_key":"6d8226b01d22","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"612be9e492a9","_type":"block","children":[{"_key":"cf8d1f8faabb","_type":"span","marks":[],"text":"Throughout our discussion, we were able to shed light on why as humans, we are the way we are, what factors contribute to our varying amounts of our Attributes, as well as how to master them to reach optimal performance."}],"markDefs":[],"style":"normal"},{"_key":"299633ff1134","_type":"block","children":[{"_key":"a3e984d4a2d9","_type":"span","marks":[],"text":"Listen to the full discussion down below, or choose the topic you'd like to listen to:"}],"markDefs":[],"style":"normal"},{"_key":"097051b36e3a","_type":"block","children":[{"_key":"45f3cfaf04a9","_type":"span","marks":[],"text":"00:00 Intro"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"77182a03482b","_type":"block","children":[{"_key":"9ce32506fde1","_type":"span","marks":[],"text":"02:00 Optimal performance"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a186fc709c7c","_type":"block","children":[{"_key":"2e979c00cfb9","_type":"span","marks":[],"text":"03:40 What exactly are The Attributes?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"770dba1e25c1","_type":"block","children":[{"_key":"e20a225556d6","_type":"span","marks":[],"text":"09:50 The Innateness of Attributes"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0e74b3221629","_type":"block","children":[{"_key":"9a8513645c0b","_type":"span","marks":[],"text":"13:15: How to understand Attributes with regards to a child’s development"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ca0e1c495d0e","_type":"block","children":[{"_key":"2c2640caeaf0","_type":"span","marks":[],"text":"21:25 How to develop Attributes in adulthood (alertness, focus, and rest)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1d39c3b785e3","_type":"block","children":[{"_key":"d0fd85d4b4a3","_type":"span","marks":[],"text":"34:25 Mental Acuity Attributes (how our brain processes the world)"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"925095ceba1c","_type":"block","children":[{"_key":"e331df4d464a","_type":"span","marks":[],"text":"Situational Awareness (35:15)"}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"371a969c53c3","_type":"block","children":[{"_key":"577ad1b533b1","_type":"span","marks":[],"text":"Compartmentalization (40:45)"}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bedf4b98ea26","_type":"block","children":[{"_key":"8a599233e102","_type":"span","marks":[],"text":"Task Switching (44:40)"}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ce1e0bb9cdae","_type":"block","children":[{"_key":"727641d76346","_type":"span","marks":[],"text":"Learnability (53:20)"}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9d8ec75b5c5d","_type":"block","children":[{"_key":"3b5a3271491a","_type":"span","marks":[],"text":"59:00 Questions from the audience on a variety of topics"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bb88d6ee71ce","_type":"block","children":[{"_key":"547d4601b8c80","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ec1969538351","_type":"youtube","desktopLayout":"Center","mobileLayout":"Center","url":"https://youtu.be/PoZykg2H2Tw"},{"_key":"75ef390e2b53","_type":"block","children":[{"_key":"8ec1529b4a56","_type":"span","marks":[],"text":""}],"markDefs":[{"_key":"b238203ac11c","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"6cd0d6070b16","_type":"block","children":[{"_key":"8100e5132303","_type":"span","marks":[],"text":"\nIf you’re enjoying this content and would like to uncover your own Attributes, consider checking out our free "},{"_key":"39ef9ac938a2","_type":"span","marks":["b238203ac11c"],"text":"assessment here"},{"_key":"244809e84193","_type":"span","marks":[],"text":" where you can measure you Drive, Mental Acuity or Grit."}],"markDefs":[{"_key":"b238203ac11c","_type":"link","href":"https://theattributes.com/assessment-tool"}],"style":"normal"},{"_key":"8ff3ab712bb2","_type":"block","children":[{"_key":"c6481eec0870","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e81172890a77","_type":"contentEditorSpacer","height":100},{"_key":"7a20c4b7549a","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://www.facebook.com/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/RichDiviney"}]},"date":"2021-12-24","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"82dcb3feedc8","_type":"block","children":[{"_key":"8ab3bff54b19","_type":"span","marks":[],"text":"Attributes are innate qualities that are hardwired into our core and make us who we are. These Attributes determine our strengths, weaknesses, and how we react when put in different situations. But why are we built like this as humans? I kept thinking of the actual science that went behind how Attributes made or broke individuals and teams when taking on certain tasks, which is why I sat down with my good friend Stanford Neuroscientist Dr. Andrew Huberman to find out. Tune into our discussion from The Attributes launch event (Jan. 2021), where Andrew and I sat down and talked about the neuroscience behind Attributes and how to master them."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-5f91223be4cda6043ec464daeab03a0fca9ec715-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"68caa84d1298","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"},{"_key":"44a71842f1de","_ref":"0a9a3966-1427-4d07-9034-da0d113bd5a2","_type":"reference"},{"_key":"3d88f0364c48","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"}],"seo":{"_type":"seo","description":"Explore the neuroscience behind your innate Attributes with Rich Diviney and Dr. Andrew Huberman. Optimize your performance today!","title":"The Neuroscience of Attributes: Insights from Dr. Huberman and Rich Diviney"},"shortDesc":"Attributes are innate qualities that are hardwired into our core and make us who we are. These Attributes determine our strengths, weaknesses, and how we react when put in different situations. But why are we built like this as humans? I kept thinking of the actual science that went behind how Attributes made or broke individuals and teams when taking on certain tasks, which is why I sat down with my good friend Stanford Neuroscientist Dr. Andrew Huberman to find out. Tune into our discussion from The Attributes launch event (Jan. 2021), where Andrew and I sat down and talked about the neuroscience behind Attributes and how to master them.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-neuroscience-behind-your-attributes-and-how-to-master-them-w-dr-andrew-huberman"},"socialSharing":{"desc":"Attributes are innate qualities that are hardwired into our core and make us who we are. These Attributes determine our strengths, weaknesses, and how we react when put in different situations. But why are we built like this as humans? I kept thinking of the actual science that went behind how Attributes made or broke individuals and teams when taking on certain tasks, which is why I sat down with my good friend Stanford Neuroscientist Dr. Andrew Huberman to find out. Tune into our discussion from last year’s Attributes launch event, where Andrew and I sat down and talked about the neuroscience behind Attributes and how to master them.","image":{"_type":"image","asset":{"_ref":"image-772c449ec9967e2b445d01ab846c61369d3d61ec-2000x1334-png","_type":"reference"}},"title":"The Neuroscience Behind Your Attributes and How to Master Them w/ Dr. Andrew Huberman"},"title":"The Neuroscience Behind Your Attributes and How to Master Them w/ Dr. Andrew Huberman","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE"}},{"_id":"6c6a2532-87f7-4258-9303-711ce22b81ce","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"752af9dd407a","_type":"block","children":[{"_key":"1564356f578d","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"111bfaa181e9","_type":"span","marks":["em","64320f13be77"],"text":"here"},{"_key":"267dbfd1ffb8","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"64320f13be77","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"4843ce9b28b3","_type":"block","children":[{"_key":"2a89c2d45dd3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"84fd7f1f17bc","_type":"block","children":[{"_key":"92e2c6ba5953","_type":"span","marks":[],"text":"Last time I wrote about improving your grit. But there’s one another surprising attribute that plays a crucial role."}],"markDefs":[],"style":"normal"},{"_key":"6f06bed813c4","_type":"block","children":[{"_key":"05695f099c320","_type":"span","marks":[],"text":"It’s compartmentalization."}],"markDefs":[],"style":"normal"},{"_key":"e3a4f1d3bb24","_type":"block","children":[{"_key":"3d15da5ba335","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e89b5e463e54","_type":"block","children":[{"_key":"c37e001a575e","_type":"span","marks":["strong"],"text":"The compartmentalization secret"}],"markDefs":[],"style":"normal"},{"_key":"f2f29fa95bdb","_type":"block","children":[{"_key":"ccd30d58a0300","_type":"span","marks":[],"text":"Compartmentalization (in a cognitive sense) is the ability to chunk an environment or situation into meaningful pieces, then focus on one piece at a time."}],"markDefs":[],"style":"normal"},{"_key":"b3d3f164e5c7","_type":"block","children":[{"_key":"c979982eb6570","_type":"span","marks":[],"text":"My earliest recollection of learning to compartmentalize when I was 11 years old. Every fall season, before it got cold, my dad would order 3 or 4 cords of firewood to heat the house. My brothers and I had the job of hauling it from the driveway up to our house on the hill. It was always an enormous task, but we saved ourselves from being overwhelmed by figuring out the three steps of compartmentalizing: assessing, prioritizing, and focusing."}],"markDefs":[],"style":"normal"},{"_key":"92543b928999","_type":"block","children":[{"_key":"9339a9e062780","_type":"span","marks":[],"text":"First, we assessed the situation. We figured that the best way was to use a wheelbarrow (the long way around) versus hand-carrying much smaller loads up the steps (the short way)."}],"markDefs":[],"style":"normal"},{"_key":"ff074d7b0155","_type":"block","children":[{"_key":"db97c044d28f0","_type":"span","marks":[],"text":"Second, we prioritized. We started with the biggest pieces, which would form the best base for the pile by the house."}],"markDefs":[],"style":"normal"},{"_key":"c162e00d65f2","_type":"block","children":[{"_key":"448e024f2eef0","_type":"span","marks":[],"text":"Third, we just focused on one wheelbarrow at a time. We never paid attention to how much wood was left, that would have felt overwhelming.  Each load was its own distinct project for the present moment – we never looked at how many we’d done or how many we had left to go."}],"markDefs":[],"style":"normal"},{"_key":"2fe072c76285","_type":"block","children":[{"_key":"9de536c172010","_type":"span","marks":[],"text":"Before we knew it, the job was done."}],"markDefs":[],"style":"normal"},{"_key":"da4701b6f2a9","_type":"block","children":[{"_key":"d5c21726ea1f0","_type":"span","marks":[],"text":"What we didn’t know at the time is that we had learned how to compartmentalize, which is what got us through it."}],"markDefs":[],"style":"normal"},{"_key":"ee5f4e4f8a30","_type":"contentEditorSpacer","height":80},{"_key":"24c16c60306f","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"b4dfcd98596e","_type":"contentEditorSpacer","height":100},{"_key":"c27a51823360","_type":"block","children":[{"_key":"877903f93936","_type":"span","marks":["strong"],"text":"The neuroscience of compartmentalization"}],"markDefs":[],"style":"normal"},{"_key":"e05ef76270f2","_type":"block","children":[{"_key":"0f071a3b61f50","_type":"span","marks":[],"text":"Every time you accomplish a task, your brain produces dopamine."}],"markDefs":[],"style":"normal"},{"_key":"d808183c5281","_type":"block","children":[{"_key":"13c31ab51cf10","_type":"span","marks":[],"text":"Dopamine is (among other things) a neurotransmitter of reward and motivation. It’s the molecule that says: “this feels good, keep going.”"}],"markDefs":[],"style":"normal"},{"_key":"17bb37a1d3a1","_type":"block","children":[{"_key":"3ae59b73346c0","_type":"span","marks":[],"text":"Typically, when you undertake a large task, you get a big dose of dopamine—once the whole thing is complete. But sometimes a large task can feel overwhelming – which translates to the reward being too far away – and therefore very little, if any, motivation."}],"markDefs":[],"style":"normal"},{"_key":"81c73fdefa67","_type":"block","children":[{"_key":"26cc6fd3ca810","_type":"span","marks":[],"text":"When you compartmentalize effectively, your brain creates a little bit of dopamine after every segment. Since you’ve already broken your task into manageable pieces on which to focus, this provides you the motivational micro boosts you need to keep going through tough events step by step."}],"markDefs":[],"style":"normal"},{"_key":"efa72e78793e","_type":"block","children":[{"_key":"c8d6970a6ac7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a3bcbfb57192","_type":"block","children":[{"_key":"8a9fe8753bd2","_type":"span","marks":["strong"],"text":"Finding opportunities to practice compartmentalizing"}],"markDefs":[],"style":"normal"},{"_key":"428e42587a62","_type":"block","children":[{"_key":"5ecb53c421fc0","_type":"span","marks":[],"text":"You already have experienced this, even if you don’t know it. Just think about times when you’ve broken down a large task or challenge. You were, in essence, compartmentalizing."}],"markDefs":[],"style":"normal"},{"_key":"15beea927b5f","_type":"block","children":[{"_key":"b9991ed699f00","_type":"span","marks":[],"text":"But you can also develop this attribute by intentionally practicing more assessing, prioritizing, and focusing."}],"markDefs":[],"style":"normal"},{"_key":"eac7615e9bba","_type":"block","children":[{"_key":"385d3d18fd030","_type":"span","marks":[],"text":"Opportunities are everywhere. A couple of examples could be sessions at the gym, or projects at work. Chunk them by effort or duration. A chunk at the gym could be focusing on one set at a time. A chunk of work could be focusing on one item on your to-do list."}],"markDefs":[],"style":"normal"},{"_key":"b4126726c047","_type":"block","children":[{"_key":"636996ddc2ec","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f615011e0c88","_type":"block","children":[{"_key":"0c9ef3c38ff1","_type":"span","marks":["strong"],"text":"Amplifying your grit (and other attributes)"}],"markDefs":[],"style":"normal"},{"_key":"6f1d861ba237","_type":"block","children":[{"_key":"36e5c15294d80","_type":"span","marks":[],"text":"Compartmentalization is an extraordinary—and radically under-appreciated tool for individuals and teams. It is in many ways the foundation of getting through tough stuff, as it gives you the focus and motivation you need to start and then keep going."}],"markDefs":[],"style":"normal"},{"_key":"cd577479fff8","_type":"block","children":[{"_key":"edcfc14cb3040","_type":"span","marks":[],"text":"But compartmentalization will in reality help you with "},{"_key":"edcfc14cb3041","_type":"span","marks":["em"],"text":"all "},{"_key":"edcfc14cb3042","_type":"span","marks":[],"text":"tasks. If there’s anything you want to improve—or any attribute you want to develop—compartmentalization will help you do it."}],"markDefs":[],"style":"normal"},{"_key":"5a1de390b478","_type":"block","children":[{"_key":"4f1d6e9b3d2f0","_type":"span","marks":[],"text":"So practice at every opportunity. You’ll compartmentalize more naturally over time. And you’ll find yourself becoming increasingly efficient, increasingly productive, and more able to get through any challenge."}],"markDefs":[],"style":"normal"},{"_key":"0f62bf1313d7","_type":"block","children":[{"_key":"280731cd24130","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3146d1ec3dbb","_type":"block","children":[{"_key":"92a29c4820b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e9e2c1130257","_type":"contentEditorSpacer","height":100},{"_key":"ebff12e784c8","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-02-23","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"1e22b8cf15ef","_type":"block","children":[{"_key":"3dec75fa4e4c","_type":"span","marks":[],"text":"Compartmentalization is an extraordinary—and radically under-appreciated tool for individuals and teams. It is in many ways the foundation of getting through tough stuff, as it gives you the focus and motivation you need to start and then keep going."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-3e96fc1d9de95186b0f44effe849994d33e0fcdd-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"4237b06bb91f","_ref":"ea751e6d-2a5e-4141-acc3-8dcd92c4cf7c","_type":"reference"},{"_key":"24e0dd8d0c41","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"1cc8557296eb","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"}],"seo":{"_type":"seo","description":"Discover the power of compartmentalization—an essential skill. Learn how it drives focus & motivation for individuals and teams.","title":"Discover Compartmentalization: The Key Under-Rated Attribute for Success"},"shortDesc":"Last time I wrote about improving your grit. But there’s one another surprising attribute that plays a crucial role. \n\nIt’s compartmentalization.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-most-under-rated-attribute-and-why-you-need-it-to-succeed"},"socialSharing":{"desc":"Compartmentalization is an extraordinary—and radically under-appreciated tool for individuals and teams. It is in many ways the foundation of getting through tough stuff, as it gives you the focus and motivation you need to start and then keep going.","image":{"_type":"image","asset":{"_ref":"image-55d7b60735a89b76a3ca481519de3293c85820e5-2000x1334-png","_type":"reference"}},"title":"The Most Under-Rated Attribute and Why You Need it to Succeed"},"title":"The Most Under-Rated Attribute and Why You Need it to Succeed","top_banner":null},{"_id":"6fa22235-56ca-4651-8094-46f98c7c89ae","author":"The Attributes Team","content":{"_type":"contentEditor","content":[{"_key":"7e03438cad93","_type":"block","children":[{"_key":"f8db60942f2a","_type":"span","marks":[],"text":"Instructions"}],"markDefs":[],"style":"headline"},{"_key":"8db26d2ad5aa","_type":"block","children":[{"_key":"e8059e397837","_type":"span","marks":[],"text":"Collect all the emails in your inbox with the subject line: “ACTION ITEM: You’ve received a submission for The Trust Fall”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b580b5fe3dde","_type":"block","children":[{"_key":"aac2dbc32eee","_type":"span","marks":[],"text":"Every email contains the score of one of your team members. You’ll see the separate score per section and the total score, a number between 20 and 100. The higher the total score per person, the higher the trust."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"edcf8b2cadb5","_type":"block","children":[{"_key":"b68436279d52","_type":"span","marks":[],"text":"Use this table to decide how many team members got an A, B, C, D or F based on their total score:"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"22d191694588","_type":"customImage","alt":"interpreting-trust-fall-results","image":{"_type":"image","asset":{"_ref":"image-8ba05a6ece5b7f90433e74545c2d28a1bd7194a3-820x276-png","_type":"reference"}}},{"_key":"adbad947e8ce","_type":"block","children":[{"_key":"142bf562872c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"02b573f6aec2","_type":"block","children":[{"_key":"119ade17db62","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"611b5067fd0d","_type":"block","children":[{"_key":"a0ba879441cf","_type":"span","marks":[],"text":"How to interpret a majority of A’s and B’s?"}],"markDefs":[],"style":"headline"},{"_key":"74cce9008e34","_type":"block","children":[{"_key":"e9312abf9551","_type":"span","marks":["strong"],"text":"Congratulations!"},{"_key":"b49ce24bba3c","_type":"span","marks":[],"text":" Your team seems to be doing great and it is very likely that the team goals are being either achieved or exceeded. This score says that team members demonstrate a good level of integration and, most importantly, trust. This is great! Now it’s about keeping up the good work and getting better every day."}],"markDefs":[],"style":"normal"},{"_key":"ca49ad67c510","_type":"block","children":[{"_key":"95adf75bedcb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4b4c443908fc","_type":"block","children":[{"_key":"9e2b87d1aa07","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fdc3d2c9942c","_type":"block","children":[{"_key":"5b3cd75b7319","_type":"span","marks":[],"text":"What if you got a majority of C’s?"}],"markDefs":[],"style":"headline"},{"_key":"5a3cd249af0e","_type":"block","children":[{"_key":"3a53208e512a","_type":"span","marks":[],"text":"It seems that trust is not consistently present in your team dynamics. It might not come as a surprise that this score can easily relate to a lower level of performance. On the other hand, if the team goals are being achieved, this score shows that some level of dysfunction is probably hidden in the shadows. Most importantly, it shows that there is a great opportunity to strengthen trust on the team."}],"markDefs":[],"style":"normal"},{"_key":"70c130033986","_type":"block","children":[{"_key":"2d81750f4a4e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"953f4837ad8f","_type":"block","children":[{"_key":"a4e04c7cc96d","_type":"span","marks":[],"text":"What to do with a majority of D’s and F’s?"}],"markDefs":[],"style":"headline"},{"_key":"51de1387a5d5","_type":"block","children":[{"_key":"0cc3450e14da","_type":"span","marks":[],"text":"D’s and F’s demonstrate a high level of dysfunction in the way your team operates, as well as evidence of a considerable lack of trust. It is likely that your team's performance metrics reinforce this negative picture. In light of this score, it looks like something is affecting the team’s ability to establish genuine trust among each other and there is work to be done."}],"markDefs":[],"style":"normal"},{"_key":"c63fe1d8bc8f","_type":"block","children":[{"_key":"050d43e19f48","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d60ac70cf42c","_type":"block","children":[{"_key":"8c2ca70f9727","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"4d2cf851f548","_type":"block","children":[{"_key":"334adfd97506","_type":"span","marks":[],"text":"The alignment between your view as a leader and your team.\n"}],"markDefs":[],"style":"headline"},{"_key":"db7f3f3fb437","_type":"block","children":[{"_key":"6ba040888f87","_type":"span","marks":[],"text":"Regardless of the final result and the overall ranking, it is important to consider whether you and your team are seeing the same picture."}],"markDefs":[]},{"_key":"93f9f5f21319","_type":"block","children":[{"_key":"5f9a949ab653","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"smaller"},{"_key":"9daad3d14293","_type":"block","children":[{"_key":"d03aa58aca51","_type":"span","marks":["strong"],"text":"Similar Score"}],"markDefs":[],"style":"normal"},{"_key":"31bc89c4e5b1","_type":"block","children":[{"_key":"bfb1c4051aa8","_type":"span","marks":[],"text":"If your score is very similar or exactly the same as the team’s consolidated score then this is a great signal."}],"markDefs":[],"style":"normal"},{"_key":"572c834b3077","_type":"block","children":[{"_key":"f1d73b50e91c","_type":"span","marks":[],"text":"Independent of the final result, positive or negative, both perceptions are aligned. This means that the space for improvement is much more open and accessible."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"186f98451911","_type":"block","children":[{"_key":"0ca6ab9ae530","_type":"span","marks":[],"text":"To make the most of this opportunity, promote a collaborative session to explore the results, share perceptions and suggestions, as well as ideas for improvement and insights."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b2d2c0c6aac2","_type":"block","children":[{"_key":"9bfa2d986ebe","_type":"span","marks":[],"text":"Sharing the same vision is the most important step toward bringing your team to the next level.\n"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d9465295ad31","_type":"block","children":[{"_key":"e39b6192b1a8","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a299fa8b5075","_type":"block","children":[{"_key":"555064f731bb","_type":"span","marks":["strong"],"text":"Different Score"}],"markDefs":[],"style":"normal"},{"_key":"549cf471e74f","_type":"block","children":[{"_key":"7fd047e761fe","_type":"span","marks":[],"text":"If your score diverges from the team’s score then it is time for a frank and open conversation."}],"markDefs":[],"style":"normal"},{"_key":"dff5c909b4d9","_type":"block","children":[{"_key":"fa72a8593618","_type":"span","marks":[],"text":"To make it work, interpret this as a great opportunity to exercise one of the key elements of compassion: empathetic listening."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"21e416ea649b","_type":"block","children":[{"_key":"6177934fff92","_type":"span","marks":[],"text":"Put your team together and create a positive and safe atmosphere to share the results and explore what is causing the divergence."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"76ec0cbd24c5","_type":"block","children":[{"_key":"cca45f6899c7","_type":"span","marks":[],"text":"To get prepared for this meeting, carefully re-assess each of the statements and try to identify the key diverging points. Go to the meeting with an open mind to listen. Conduct this event as a collaborative session aimed at learning and growth."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6b365e859cf5","_type":"block","children":[{"_key":"d814d1787b20","_type":"span","marks":["28c6e22efdb2"],"text":"Read this article"},{"_key":"b788e6a5c7a6","_type":"span","marks":[],"text":" on how to build trust or "},{"_key":"6eccc6f44adf","_type":"span","marks":["bde8bf011e6f"],"text":"consider reaching out to us"},{"_key":"d35eae20a6a6","_type":"span","marks":[],"text":" for a Trust Workshop"}],"level":1,"listItem":"bullet","markDefs":[{"_key":"bde8bf011e6f","_type":"link","href":"https://theattributes.com/consulting"},{"_key":"28c6e22efdb2","_type":"link","href":"https://theattributes.com/blog/how-to-develop-the-4-elements-of-trust"}],"style":"normal"},{"_key":"4d29202ed384","_type":"block","children":[{"_key":"a9f046f872bb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"75eb452773de","_type":"contentEditorSpacer","height":80},{"_key":"f62053ad90a0","_type":"block","children":[{"_key":"2430aa4221c5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"98a60a1a7ff0","_type":"downloadBlockWithCompanyImage","description":"If you feel stuck on how to improve trust in your team, The Attributes can facilitate a Trust Workshop where your team will learn exactly what is required to build trust; gain insights, strategies, and behaviors to build environments of greater trust immediately; and acquire a true understanding of how high-performing and trusting teams task-organize.","linkSlug":"/consulting","linkText":"Get in touch","title":"Unlock Your Team's Trust Potential With Our Trust Workshop"},{"_key":"863fcee2ae92","_type":"block","children":[{"_key":"081702df8b15","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9d0f3369d617","_type":"contentEditorSpacer","height":100}],"show_aside":true,"side_content":[{"_key":"330c972556cb","_type":"block","children":[{"_key":"c9bcac110081","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6d2640c4f47b","_type":"buttonLink","new_window":true,"text":"Click here to bring The Attributes Incorporated to your company today","url":"/consulting-contact"}]},"date":"2022-01-01","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"95a08501ac79","_type":"block","children":[{"_key":"1fe5c45d34fb","_type":"span","marks":[],"text":"Here is a brief description on how to interpret your Trust Fall assessment results"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-bfe3895ebf8c1468f2bb54cee5ca328e2b6dad83-2880x550-png","_type":"reference"}},"hideBlog":true,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"302299405738","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"b72469061ed6","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"5ca92803e71c","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"}],"seo":null,"shortDesc":"Here is a brief description on how to interpret your Trust Fall assessment results","showAssessmentTool":false,"slug":{"_type":"slug","current":"how-to-interpret-the-trust-fall-results"},"socialSharing":{"desc":"Discover the neuroscience backed, and real world tested performance indicators that will teach you how to build high performing teams and perform optimally, at any time, in any situation","image":{"_type":"image","asset":{"_ref":"image-0d06cc92adcbbe527cb5ab6b1480851eca51f45d-1200x630-png","_type":"reference"}},"title":"Introducing The Attributes - A new way of mastering the innate qualities that drive performance"},"title":"How to interpret The Trust Fall results","top_banner":null},{"_id":"7340b5a9-bb9d-4fed-897c-3f241be50b01","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"d2feeded9fcf","_type":"block","children":[{"_key":"3dc3cbbbc61c","_type":"span","marks":[],"text":"Here is the scenario that catches every manager off guard:"}],"markDefs":[],"style":"normal"},{"_key":"b4b4cb65c8aa","_type":"block","children":[{"_key":"b1b1246986b50","_type":"span","marks":[],"text":"You have a top performer. They aren’t struggling. They aren’t complaining. They aren’t missing deadlines. In fact, they are your \"fire and forget\" weapon. The one person you never have to worry about."}],"markDefs":[],"style":"normal"},{"_key":"6cb16da9fa65","_type":"block","children":[{"_key":"a691527329690","_type":"span","marks":[],"text":"Then, one day, they just stop. They hit the wall. They go out on medical leave. They completely crash."}],"markDefs":[],"style":"normal"},{"_key":"65b9e63ae5c6","_type":"block","children":[{"_key":"fe79aef071000","_type":"span","marks":[],"text":"You are shocked. You look for the crack in the armor. You look for where their capacity failed."}],"markDefs":[],"style":"normal"},{"_key":"7c4ecbfeb595","_type":"block","children":[{"_key":"ece553971e980","_type":"span","marks":[],"text":"But that is the wrong place to look."}],"markDefs":[],"style":"normal"},{"_key":"b3ec33f397d1","_type":"block","children":[{"_key":"1e55a3758afd0","_type":"span","marks":[],"text":"They didn’t burn out because they were unable to handle the work. They burned out because they were "},{"_key":"fa7d047bdb63","_type":"span","marks":["em"],"text":"too good"},{"_key":"5e47782e36ee","_type":"span","marks":[],"text":" at handling it."}],"markDefs":[],"style":"normal"},{"_key":"64f953304850","_type":"block","children":[{"_key":"2df26b2956360","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d19c0bac2306","_type":"block","children":[{"_key":"3817ad7d4bad","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8378b6c4b669","_type":"block","children":[{"_key":"81bc7dc4f06c0","_type":"span","marks":[],"text":"The High Performer Trap"}],"markDefs":[],"style":"headline"},{"_key":"5ea239a3f7c3","_type":"block","children":[{"_key":"1b9bb3a94f490","_type":"span","marks":[],"text":"High performers are the \"easy button\" for leadership."}],"markDefs":[],"style":"normal"},{"_key":"8a46a3725a4a","_type":"block","children":[{"_key":"2a1a4302de4d0","_type":"span","marks":[],"text":"If a project is failing, you give it to them."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fc6ab26be2f6","_type":"block","children":[{"_key":"333b26335de90","_type":"span","marks":[],"text":"If a timeline compresses, you lean on them."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"705325d199e2","_type":"block","children":[{"_key":"a702be64abd00","_type":"span","marks":[],"text":"If a colleague drops the ball, they pick it up without being asked."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b49e24d23943","_type":"block","children":[{"_key":"1a99bd5df1b10","_type":"span","marks":[],"text":"They equate their value with their output. They don’t escalate problems; they solve them. And because they make your life easier, you instinctively load them with more."}],"markDefs":[],"style":"normal"},{"_key":"baa8c8630684","_type":"block","children":[{"_key":"59633bbafdaa0","_type":"span","marks":[],"text":"You mistake their silence for sustainability."}],"markDefs":[],"style":"normal"},{"_key":"68425470b7e4","_type":"block","children":[{"_key":"67925303857d0","_type":"span","marks":[],"text":"But silence is not sustainability. It is often just "},{"_key":"c52fab271f12","_type":"span","marks":["strong"],"text":"Discipline"},{"_key":"0163a00c7105","_type":"span","marks":[],"text":" masking fatigue."}],"markDefs":[],"style":"normal"},{"_key":"1c993d0b5582","_type":"block","children":[{"_key":"6c3214ffbfa60","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ed133d98ff81","_type":"block","children":[{"_key":"1d59d28747ae","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2426832ea82e","_type":"block","children":[{"_key":"99e87ba13d2b0","_type":"span","marks":["strong"],"text":"The Attribute Imbalance: Engines Without Brakes"}],"markDefs":[],"style":"normal"},{"_key":"d4c51c450e23","_type":"block","children":[{"_key":"d77c37ba15d30","_type":"span","marks":[],"text":"To understand burnout, you have to look at the wiring. High performers typically score very high in one or all of these attributes."}],"markDefs":[],"style":"normal"},{"_key":"54c809d26717","_type":"block","children":[{"_key":"79e3b84e910c0","_type":"span","marks":["strong"],"text":"Self-Efficacy"},{"_key":"57375c04f132","_type":"span","marks":[],"text":": \"I can handle this.\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a3e25b6e009c","_type":"block","children":[{"_key":"77e5f31dab470","_type":"span","marks":["strong"],"text":"Discipline"},{"_key":"1c98cbde5a40","_type":"span","marks":[],"text":": \"I will get this done.\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"35f44ee7e87f","_type":"block","children":[{"_key":"f75509717eff0","_type":"span","marks":["strong"],"text":"Competitiveness"},{"_key":"b5df2184be18","_type":"span","marks":[],"text":": \"I will win.\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ba4486a09dfd","_type":"block","children":[{"_key":"f2c0ab0787e70","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"37e501681714","_type":"span","marks":[],"text":": \"I will keep going despite the pain.\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ef62f79e815f","_type":"block","children":[{"_key":"948e3f4c8ad80","_type":"span","marks":[],"text":"This combination creates a relentless engine. They have high ownership and an internal pressure to deliver."}],"markDefs":[],"style":"normal"},{"_key":"077aa5523e3b","_type":"block","children":[{"_key":"f43f95e80d070","_type":"span","marks":[],"text":"But here is the catch: Those same attributes make them terrible at self-regulation."}],"markDefs":[],"style":"normal"},{"_key":"13683af2d760","_type":"block","children":[{"_key":"2c964dd1abb00","_type":"span","marks":[],"text":"They are bad at slowing down. They are bad at delegating. They are bad at admitting they are redlining."}],"markDefs":[],"style":"normal"},{"_key":"920c79b57940","_type":"block","children":[{"_key":"e9eff26a4227","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1a8c8d18671a","_type":"block","children":[{"_key":"adc9b3790fb4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d2e82e64e886","_type":"block","children":[{"_key":"26b61546c3bf0","_type":"span","marks":[],"text":"The Resilience Misunderstanding"}],"markDefs":[],"style":"headline"},{"_key":"620009248681","_type":"block","children":[{"_key":"c414efbdca5f0","_type":"span","marks":[],"text":"We often confuse "},{"_key":"a7fc8fb3d4dc","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"49a61fcc8d7b","_type":"span","marks":[],"text":" with "},{"_key":"73c48c050762","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"1c5ca5392fef","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"963e95f8eb32","_type":"block","children":[{"_key":"677ec3b86b2f0","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"88d4fd543b8d","_type":"span","marks":[],"text":" is the ability to push through difficulty. It is spending energy."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"7cf9de544c1a","_type":"block","children":[{"_key":"ae3ffebdb5e60","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"5e8499636a2a","_type":"span","marks":[],"text":" is the ability to return to baseline (recovery). It is recharging energy."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"5205ade2251b","_type":"block","children":[{"_key":"e682e43db9b10","_type":"span","marks":[],"text":"High performers lean heavily on "},{"_key":"4f2f3e1d3fee","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"c48086d7b5bb","_type":"span","marks":[],"text":". They push and push and push. But if leadership does not design a system that forces "},{"_key":"10c448c32b6f","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"5fa36632690b","_type":"span","marks":[],"text":"—recovery time, debriefs, true time off—they never return to baseline."}],"markDefs":[],"style":"normal"},{"_key":"c28b3967f1f3","_type":"block","children":[{"_key":"8c1dcf8c63e70","_type":"span","marks":[],"text":"They stay in the \"red zone\" until the engine blows. That is the burnout cycle."}],"markDefs":[],"style":"normal"},{"_key":"c5b9206887a3","_type":"block","children":[{"_key":"f883ed3222110","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9fab2f60134f","_type":"block","children":[{"_key":"ee56b83e1093","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f568451723e7","_type":"block","children":[{"_key":"b8c1c0f488980","_type":"span","marks":[],"text":"The Uncertainty Accelerant"}],"markDefs":[],"style":"headline"},{"_key":"56488ccb260a","_type":"block","children":[{"_key":"7e4d527e592d0","_type":"span","marks":[],"text":"Your high performer’s internal motor is already running hot. But what causes it to overheat even more easily is the external environment—specifically, "},{"_key":"5f94fbd35e1b","_type":"span","marks":["strong"],"text":"uncertainty"},{"_key":"6cd6aab74012","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"5567f3fe857f","_type":"block","children":[{"_key":"37234302568b0","_type":"span","marks":[],"text":"The human brain is a prediction machine. To feel safe and function efficiently, it craves certainty in three specific areas (we call this "},{"_key":"701fa4c23ee0","_type":"span","marks":["strong"],"text":"DPO"},{"_key":"7c1524573651","_type":"span","marks":[],"text":"):"},{"_key":"8c273c00d794","_type":"span","marks":[],"text":""},{"_key":"65f8e638d698","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1211fc151712","_type":"block","children":[{"_key":"f7bd4bf50d70","_type":"span","marks":[],"text":""},{"_key":"c3bc0643a638","_type":"span","marks":["strong"],"text":"Duration"},{"_key":"7501bf13bb4d","_type":"span","marks":[],"text":": How long will this effort last?"},{"_key":"9bc4ac354bbd","_type":"span","marks":["strong"],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2e234c196473","_type":"block","children":[{"_key":"653a310e4241","_type":"span","marks":["strong"],"text":"Pathway"},{"_key":"4053273e2d80","_type":"span","marks":[],"text":": How exactly do we get there?"},{"_key":"4a7f1a58aa9d","_type":"span","marks":["strong"],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"cf762f368692","_type":"block","children":[{"_key":"178b8a3759ca","_type":"span","marks":["strong"],"text":"Outcome"},{"_key":"9a9b2c0a676e","_type":"span","marks":[],"text":": What does \"winning\" actually look like?"},{"_key":"3d332f4eccd0","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b399bedc43ce","_type":"block","children":[{"_key":"d458a22e77150","_type":"span","marks":[],"text":"When leadership fails to anchor these, the high performer doesn’t freeze. They over-function."}],"markDefs":[],"style":"normal"},{"_key":"da9702299e0d","_type":"block","children":[{"_key":"c1dff8e26a0d0","_type":"span","marks":[],"text":"They instinctively try to fill the void of certainty with sheer "},{"_key":"d25fda2d1c53","_type":"span","marks":["strong"],"text":"effort"},{"_key":"e9044a64cb8c","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"713269a74ba6","_type":"block","children":[{"_key":"d35afaf7b8e40","_type":"span","marks":["strong"],"text":"If Duration is unclear"},{"_key":"e9dced097c57","_type":"span","marks":[],"text":": They assume it is a marathon "},{"_key":"ffae866e0b7d","_type":"span","marks":["em"],"text":"and"},{"_key":"9f924846c358","_type":"span","marks":[],"text":" a sprint, so they run at max speed indefinitely."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"93fa97137282","_type":"block","children":[{"_key":"3f16909082d50","_type":"span","marks":["strong"],"text":"If the Pathway keeps shifting"},{"_key":"bc5ffe888ad8","_type":"span","marks":[],"text":": They try to cover every possible angle at once to avoid failure."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f8130081a0e3","_type":"block","children":[{"_key":"6bcfd7b96d940","_type":"span","marks":["strong"],"text":"If the Outcome is unstable"},{"_key":"ab3e32f3f501","_type":"span","marks":[],"text":": They try to be perfect at everything, because they don't know what actually counts."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"db0df095c7e9","_type":"block","children":[{"_key":"f9a35968ce7d0","_type":"span","marks":[],"text":"Ambiguity burns cognitive fuel at twice the rate of focused work. When you combine a high-drive engine with an undefined road, you don't just get hard work. You get catastrophic engine failure."}],"markDefs":[],"style":"normal"},{"_key":"6b81cc319cd8","_type":"block","children":[{"_key":"ad67f306ee260","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"204114d53594","_type":"block","children":[{"_key":"0a6d7e31bf96","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"229cd0a1a55c","_type":"block","children":[{"_key":"686f78d13a440","_type":"span","marks":[],"text":"The Leadership Shift"}],"markDefs":[],"style":"headline"},{"_key":"90a41e990e27","_type":"block","children":[{"_key":"019d490f2385","_type":"span","marks":[],"text":"Burnout is rarely an individual failure. It is a leadership design flaw."}],"markDefs":[],"style":"normal"},{"_key":"37f8158c5a21","_type":"block","children":[{"_key":"f87bc0b3d18b0","_type":"span","marks":[],"text":"If you have one person carrying the load for three, that is not heroism. That is a structural liability."}],"markDefs":[],"style":"normal"},{"_key":"73178bb606aa","_type":"block","children":[{"_key":"a4b0ebd27d7d0","_type":"span","marks":[],"text":"As a leader, you must regulate the system because your high performers might not regulate themselves."}],"markDefs":[],"style":"normal"},{"_key":"a147f4b74f3b","_type":"block","children":[{"_key":"b2a2fbdbaafc","_type":"span","marks":["strong"],"text":"Resist the \"Easy Button.\""},{"_key":"7076317a6cf1","_type":"span","marks":[],"text":" It is tempting to assign every critical task to the person you know will crush it. It saves you time. But you cannot keep going to the same well. You must deliberately distribute the load to others, even if it requires more coaching from you. If you don't spread the weight, you will break the back of your strongest player."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"654058cecc65","_type":"block","children":[{"_key":"4f3e21b8373f","_type":"span","marks":["strong"],"text":"Monitor the Volunteers. "},{"_key":"068becb6dd99","_type":"span","marks":[],"text":"Watch the people who always say \"yes.\" They are the highest risk. Their high Self-Efficacy convinces them they can handle \"just one more thing.\" It is a lie."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e0d0de9effec","_type":"block","children":[{"_key":"53c15fe212a5","_type":"span","marks":["strong"],"text":"Force Recovery. "},{"_key":"d285de5e1c29","_type":"span","marks":[],"text":"Do not wait for them to ask for a break. They won’t. Mandate it."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"350c0ca91ea6","_type":"block","children":[{"_key":"960e64da7ba0","_type":"span","marks":["strong"],"text":"Ask yourself: \""},{"_key":"540dc5052c86","_type":"span","marks":["strong","em"],"text":"If this person disappeared tomorrow, what would collapse?"},{"_key":"eaabdee52a05","_type":"span","marks":["strong"],"text":"\" "},{"_key":"61401221357b","_type":"span","marks":[],"text":"If the answer is \"everything,\" you are failing them. You have built a system that requires their burnout to function."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"5e663e5e7890","_type":"block","children":[{"_key":"f3da0c210858","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8c2453f274e4","_type":"block","children":[{"_key":"e9c6cc33736b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"af771a4090a5","_type":"block","children":[{"_key":"e874d4186d750","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"b0499e057ffa","_type":"block","children":[{"_key":"7863c1256b690","_type":"span","marks":[],"text":"High performers don’t burn out because they are fragile, but because they are strong."}],"markDefs":[],"style":"normal"},{"_key":"c9aca1de90c2","_type":"block","children":[{"_key":"9f25f30f02f50","_type":"span","marks":[],"text":"They absorb more pressure, handle more ambiguity, and carry more weight than anyone else—until they break."}],"markDefs":[],"style":"normal"},{"_key":"9d2a3cfefd98","_type":"block","children":[{"_key":"638164ab993e0","_type":"span","marks":[],"text":"It is your job as a leader to spot the crack before the dam bursts."}],"markDefs":[],"style":"normal"},{"_key":"c6d6b58f110a","_type":"block","children":[{"_key":"0aff40d4a56f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"69bc871075dc","_type":"block","children":[{"_key":"37883ea59606","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b8025a763f40","_type":"contentEditorSpacer","height":100},{"_key":"7a5d113eaea1","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"66e30c659fe1","_type":"block","children":[{"_key":"c506db8199b70","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2026-02-23","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"71d0643b1ab3","_type":"block","children":[{"_key":"e0c901882de9","_type":"span","marks":[],"text":"High performers rarely burn out because they’re weak. They burn out because they’re strong. They’re the ones who never complain, never miss deadlines, and always deliver. So we give them more. What looks like resilience is often relentless perseverance without recovery. What looks sustainable is often leadership over-reliance. Burnout usually doesn’t start with the individual—it starts with the system. Continue reading to see why your top performers are the highest risk, how uncertainty accelerates the crash, and what leadership blind spots may be pushing your strongest people toward the wall."}],"markDefs":[],"style":"normal"},{"_key":"40a6c37be5ec","_type":"block","children":[{"_key":"54a8a98516d00","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-532f8b827899d07ad687f256a0b750b48b1185f3-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"7e0ae16eff3e","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"},{"_key":"1ea7aea4db6e","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"},{"_key":"8f9d41b38a3a","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"}],"seo":{"_type":"seo","description":"High performers rarely burn out because they’re weak. They burn out because they’re strong. They’re the ones who never complain, never miss deadlines, and always deliver. So we give them more. What looks like resilience is often relentless perseverance without recovery. What looks sustainable is often leadership over-reliance. Burnout usually doesn’t start with the individual—it starts with the system. Continue reading to see why your top performers are the highest risk, how uncertainty accelerates the crash, and what leadership blind spots may be pushing your strongest people toward the wall.","title":"Why High Performers Burn Out (And Why It’s Usually a Leadership Problem)"},"shortDesc":"High performers rarely burn out because they’re weak. They burn out because they’re strong. They’re the ones who never complain, never miss deadlines, and always deliver. So we give them more. What looks like resilience is often relentless perseverance without recovery. What looks sustainable is often leadership over-reliance. Burnout usually doesn’t start with the individual—it starts with the system. Continue reading to see why your top performers are the highest risk, how uncertainty accelerates the crash, and what leadership blind spots may be pushing your strongest people toward the wall.","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-high-performers-burn-out-and-why-it-s-usually-a-leadership-problem"},"socialSharing":{"desc":"High performers rarely burn out because they’re weak. They burn out because they’re strong. They’re the ones who never complain, never miss deadlines, and always deliver. So we give them more. What looks like resilience is often relentless perseverance without recovery. What looks sustainable is often leadership over-reliance. Burnout usually doesn’t start with the individual—it starts with the system. Continue reading to see why your top performers are the highest risk, how uncertainty accelerates the crash, and what leadership blind spots may be pushing your strongest people toward the wall.","image":{"_type":"image","asset":{"_ref":"image-370a10c3508d1b68eb0af8f638ed9e64f2f21cac-1000x667-png","_type":"reference"}},"title":"Why High Performers Burn Out (And Why It’s Usually a Leadership Problem)"},"title":"Why High Performers Burn Out (And Why It’s Usually a Leadership Problem)","top_banner":null},{"_id":"82b91d16-4adf-4891-9162-c9abad475cad","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"95a961e5f57a","_type":"block","children":[{"_key":"cfe7be23ca2d0","_type":"span","marks":[],"text":"Most of us present an idealized version of ourselves to the world."}],"markDefs":[],"style":"normal"},{"_key":"0e785de88d8d","_type":"block","children":[{"_key":"bbaa4719b45d0","_type":"span","marks":[],"text":"We do this with our families. We do it with our friends. And, of course, we do it in the workplace. Often we believe we must show that we are great at everything - and that revealing limitations or weaknesses will be detrimental to others perceive us."}],"markDefs":[],"style":"normal"},{"_key":"e2e06d9ced0a","_type":"block","children":[{"_key":"39b89a5504780","_type":"span","marks":[],"text":"But the willingness to display not just weaknesses but also strengths is true vulnerability — and it is one of the essential secrets of high-performing teams."}],"markDefs":[],"style":"normal"},{"_key":"a0b723288428","_type":"block","children":[{"_key":"d5822cf61a670","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5e7c4b578994","_type":"block","children":[{"_key":"6771863ebc130","_type":"span","marks":["strong"],"text":"Dynamic subordination requires vulnerability"}],"markDefs":[],"style":"normal"},{"_key":"d46b401f667a","_type":"block","children":[{"_key":"c3fca607904d0","_type":"span","marks":[],"text":"Every team requires a specific set of attributes: teams of SEALs, teachers, or surgeons, for example, are characterized by a unique mix of various attributes."}],"markDefs":[],"style":"normal"},{"_key":"e512013f712e","_type":"block","children":[{"_key":"5936fe5e28c40","_type":"span","marks":[],"text":"But it’s impossible for every team member to be high on every attribute that a team needs."}],"markDefs":[],"style":"normal"},{"_key":"f356ed4572ee","_type":"block","children":[{"_key":"2317938bbee30","_type":"span","marks":[],"text":"For example: on teams of Navy SEALs, snipers require some different attributes than breachers. On product launching teams, people in sales, marketing, and design all contribute different attributes. Even on teams where people perform similar roles—different members will bring different amounts of the attributes relevant to the task."}],"markDefs":[],"style":"normal"},{"_key":"12e33b415958","_type":"block","children":[{"_key":"72af6c9bb1db0","_type":"span","marks":[],"text":"The highest-performing teams know this. They don’t expect every member to rise to the impossible standard of having every required attribute. Instead, they encourage team members to honestly display both strengths and weaknesses so that everyone knows which attributes each team member brings to the table."}],"markDefs":[],"style":"normal"},{"_key":"c363d663d562","_type":"block","children":[{"_key":"28e756252a880","_type":"span","marks":[],"text":"This empowers team members both to step up to contribute when they have strengths, as well as to step back—without fear of judgment or recrimination—when someone else is better suited to a task. They learn to pass the baton more smoothly and efficiently. I call this “dynamic subordination”, the act of each member stepping up when the environment requires them to take the lead, and then stepping back to support someone else when the environment shifts."}],"markDefs":[],"style":"normal"},{"_key":"3164f125cd02","_type":"block","children":[{"_key":"7d3c2bb88fed0","_type":"span","marks":[],"text":"Vulnerability optimizes your team’s ability to complement one another—which amplifies trust, cooperation, and satisfaction. These dynamics can help them reach new heights of performance no matter the uniqueness of the challenges they face."}],"markDefs":[],"style":"normal"},{"_key":"cbecdb585ab1","_type":"block","children":[{"_key":"ba67e6023b9d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d45073e1eae0","_type":"contentEditorSpacer","height":80},{"_key":"9d26167e69e2","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"afd890c09681","_type":"block","children":[{"_key":"46b80b8e0a4b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7dec610d5ae2","_type":"contentEditorSpacer","height":100},{"_key":"f78f36d0c422","_type":"block","children":[{"_key":"9383ec33a726","_type":"span","marks":["strong"],"text":"How to optimize your team with vulnerability"}],"markDefs":[],"style":"normal"},{"_key":"6135ad2e252e","_type":"block","children":[{"_key":"087647115f010","_type":"span","marks":[],"text":"It’s simple: start with leadership."}],"markDefs":[],"style":"normal"},{"_key":"d49ff24c8b6f","_type":"block","children":[{"_key":"4423c190f8e40","_type":"span","marks":[],"text":"Leaders, step forward and model vulnerable behavior. Be honest with yourself and your team about your abilities. Perform a task when you are best suited to it, and step back when you are not. Call on others to step up when their attributes are needed."}],"markDefs":[],"style":"normal"},{"_key":"22b184457cbc","_type":"block","children":[{"_key":"daefa4bbdec70","_type":"span","marks":[],"text":"Say to your team members, “I need you.” These are actually the three most important words you can say to people in your span of care. When you tell your team members they’re needed, you immediately do two crucial things: "}],"markDefs":[],"style":"normal"},{"_key":"d09a4f7c6c59","_type":"block","children":[{"_key":"d7d9b05031630","_type":"span","marks":[],"text":"You highlight the value of individual team members. This empowers them to step forward and use their strengths, and it shows others your confidence in their unique abilities."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"608cac7cca34","_type":"block","children":[{"_key":"a184890487820","_type":"span","marks":[],"text":"You demonstrate the value of honestly displaying not just strengths but also limitations. It’s "},{"_key":"a184890487821","_type":"span","marks":["em"],"text":"good "},{"_key":"a184890487822","_type":"span","marks":[],"text":"to step back when others are better suited to a task."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"276113567447","_type":"block","children":[{"_key":"3c1fef45ca3b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4cc486240bd1","_type":"block","children":[{"_key":"bfa8052c5d630","_type":"span","marks":["strong"],"text":"Achieving new heights with vulnerability"}],"markDefs":[],"style":"normal"},{"_key":"080c78fb3357","_type":"block","children":[{"_key":"f7d4811b0cd70","_type":"span","marks":[],"text":"Modeling your own vulnerability sets the example and creates a new normal for your team. No longer hiding when their unique attributes can help or hinder, your team members are able to rely on one another and optimize performance when it counts the most."}],"markDefs":[],"style":"normal"},{"_key":"49e347adf4fe","_type":"block","children":[{"_key":"f32eeb7f160d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6db8571c0278","_type":"block","children":[{"_key":"9d24c8018998","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"15255fb5bba1","_type":"contentEditorSpacer","height":100},{"_key":"43f699e363b8","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-03-27","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"9262d3bb1403","_type":"block","children":[{"_key":"57842d3435f0","_type":"span","marks":[],"text":"Most of us present an idealized version of ourselves to the world. We do this with our families. We do it with our friends. And, of course, we do it in the workplace. Often we believe we must show that we are great at everything - and that revealing limitations or weaknesses will be detrimental to others perceive us. But the willingness to display not just weaknesses but also strengths is true vulnerability — and it is one of the essential secrets of high-performing teams.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-42584ab2e185cd5079d11f5496519717dc34e7ca-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"a3133a14d47f","_ref":"ea751e6d-2a5e-4141-acc3-8dcd92c4cf7c","_type":"reference"},{"_key":"0dc6f0f2ca05","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"65ec2edfc497","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"}],"seo":{"_type":"seo","description":"Unlock power of vulnerability for high-performing teams. How embracing honesty enhances trust, performance, & collaboration.","title":"Unlocking Team Potential: Power of Vulnerability for High-Performing Groups"},"shortDesc":"Most of us present an idealized version of ourselves to the world. We do this with our families. We do it with our friends. And, of course, we do it in the workplace. Often we believe we must show that we are great at everything - and that revealing limitations or weaknesses will be detrimental to others perceive us. But the willingness to display not just weaknesses but also strengths is true vulnerability — and it is one of the essential secrets of high-performing teams. \n","showAssessmentTool":null,"slug":{"_type":"slug","current":"vulnerability-is-a-secret-of-high-performing-teams"},"socialSharing":{"desc":"Most of us present an idealized version of ourselves to the world. We do this with our families. We do it with our friends. And, of course, we do it in the workplace. Often we believe we must show that we are great at everything - and that revealing limitations or weaknesses will be detrimental to others perceive us. But the willingness to display not just weaknesses but also strengths is true vulnerability — and it is one of the essential secrets of high-performing teams. ","image":{"_type":"image","asset":{"_ref":"image-67bafdd029030292ab644e1074063fd45abb820d-2000x1334-png","_type":"reference"}},"title":"Vulnerability is a secret of high-performing teams. Here’s how to use it. "},"title":"Vulnerability Is A Secret Of High-Performing Teams. Here’s How To Use It. ","top_banner":null},{"_id":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a800560b7eda","_type":"block","children":[{"_key":"cb53efd221ad","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our workshops can help your company reach new heights "},{"_key":"a40388cd712b","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"db823243b580","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"f77bfdc7e2a8","_type":"block","children":[{"_key":"90237d2fe71f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"49da16f29070","_type":"block","children":[{"_key":"e9a54a4d4f53","_type":"span","marks":[],"text":"During SEAL training, candidates spent hours and hours exercising with 300-pound telephone poles. I personally remember spending hours and hours running around with those heavy, waterlogged poles on my shoulder. Interestingly though, over the next 20 years, I went on to conduct hundreds of combat operations and thousands of training evolutions, and I never carried a telephone pole on any of them. So what was the point?"}],"markDefs":[{"_key":"2ccb5d0f08c8","_type":"link","href":"https://drive.google.com/file/d/1nDNyyIk6nNdRCqYZ6VKNXG7HULFeRBLs/view?usp=sharing"}],"style":"normal"},{"_key":"ed9fcf8e9e20","_type":"block","children":[{"_key":"45d1367b34820","_type":"span","marks":[],"text":"Those poles were never about training in the skills on “how to be” a SEAL. Instead, they were about determining if we “could be” SEALs. The Navy wanted to know if we had the Attributes that were required - those innate qualities that would be needed for the real job - which was the ability to perform in inherently complex, challenging, and uncertain environments.  All the required skills could be, and were, taught later but the Attributes couldn’t be taught, they needed to be there already."}],"markDefs":[],"style":"normal"},{"_key":"15a547abc2e1","_type":"block","children":[{"_key":"38f4527961a50","_type":"span","marks":[],"text":"When it comes to performance, skills only tell us what to do, but Attributes tell us how we behave, especially in times of stress and uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"ee0e190a40a4","_type":"block","children":[{"_key":"a32cf088b269","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7c62c6ae955d","_type":"block","children":[{"_key":"97e1fbbfc5c60","_type":"span","marks":["strong"],"text":"Skills versus Attributes"}],"markDefs":[],"style":"normal"},{"_key":"6332f2be3b3c","_type":"block","children":[{"_key":"cb04f27444370","_type":"span","marks":[],"text":"Think of a time when you were faced with stress, anxiety, and uncertainty - so much so that it was difficult to know what to do. Maybe it was the first time you had to leave home. Perhaps a car accident, or a time where you got completely lost. For many of us, the onset of the COVID-19 pandemic invoked this feeling rather viscerally."}],"markDefs":[],"style":"normal"},{"_key":"7dd3ecb512cb","_type":"block","children":[{"_key":"0ed8454eae5e0","_type":"span","marks":[],"text":"You can’t practice for moments like these. Moments when you are surrounded by uncertainty, challenge and stress, when your heart is beating fast and panic is rising. These moments are when we rely on our Attributes, not our skills."}],"markDefs":[],"style":"normal"},{"_key":"8b924f0bb6dd","_type":"block","children":[{"_key":"8681a527df620","_type":"span","marks":[],"text":"Skills direct your behavior in known situations. They are learned by following a set of instructions that can lead to mastery. Riding a bike, throwing a ball, or typing - . these are skills. And skills are important, we use them all the time to help us perform in our daily lives."}],"markDefs":[],"style":"normal"},{"_key":"f0df9c239a2f","_type":"block","children":[{"_key":"c67f895d27b20","_type":"span","marks":[],"text":"But when it comes to performance, skills don’t tell the whole story. They only tell us "},{"_key":"c67f895d27b21","_type":"span","marks":["em"],"text":"what to do"},{"_key":"c67f895d27b22","_type":"span","marks":[],"text":" in known, predictable, and contextual situations. Attributes, on the other hand, tell us "},{"_key":"c67f895d27b23","_type":"span","marks":["em"],"text":"how we will act"},{"_key":"c67f895d27b24","_type":"span","marks":[],"text":" in all situations, particularly unknown, challenging, or stressful ones when you can’t apply your skills. Attributes are more inherent to our nature, we are born with them. This is why parents of young children can see levels of things like adaptability, patience, and resilience show up at very early ages. The good news is that everyone is born with all of the  Attributes. The difference in people are the levels to which we have each one. Someone may possess a high amount of courage and have little discipline, while someone else may have the opposite. These different levels inform our behavior rather than direct it. Knowing where we fall on the scale of each Attribute helps us know how we are going to act in a situation, and it’s the highly challenging situations that really showcase these levels. As Rich Roll put it, “It’s that high-stress environment that reveals the default settings.”"}],"markDefs":[],"style":"normal"},{"_key":"d4466f054ae7","_type":"block","children":[{"_key":"d2382843c5700","_type":"span","marks":[],"text":"Having skills is important, but knowing our Attributes helps us understand why we perform the way that we do - even when we are using our skills."}],"markDefs":[],"style":"normal"},{"_key":"365d2597979b","_type":"block","children":[{"_key":"84eaba13c84e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c14878711ebd","_type":"contentEditorSpacer","height":80},{"_key":"0455476f209b","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"c0089e243479","_type":"contentEditorSpacer","height":100},{"_key":"563349d336e7","_type":"block","children":[{"_key":"4eb54f349ab7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e3af4a549f88","_type":"block","children":[{"_key":"8fbf9947f8140","_type":"span","marks":["strong"],"text":"Creating the “Dream Team”"}],"markDefs":[],"style":"normal"},{"_key":"56ba6b360518","_type":"block","children":[{"_key":"0a339a258dc30","_type":"span","marks":[],"text":"I hear leaders talk about “building a  dream team” all the time. They usually talk about finding the “best” of everything; best salesperson, best marking person, best graphic designer, etc. But so often these leaders report that while everything was great when “things were going great”, as soon as things took a hard turn, or things didn’t go as planned, these  “dream teams” turned toxic. Why does this happen? Because the team was built on skills, not Attributes."}],"markDefs":[],"style":"normal"},{"_key":"68e8cad05593","_type":"block","children":[{"_key":"cd7cdba7478b0","_type":"span","marks":[],"text":"It is easy to build a team from skills alone. Skills can be measured, recorded, and scored.  You can see the data about how good someone is at something. The problem with basing a “dream team” off of skills is that they don’t tell you how the people on that team will perform when things go sideways, when the environment becomes stressful, unknown or challenging."}],"markDefs":[],"style":"normal"},{"_key":"0692e40ba392","_type":"block","children":[{"_key":"00488284e5ac0","_type":"span","marks":[],"text":"High-performing teams are not just great when things are going according to plan, they are also great when things go sideways. They are built on Attributes, not just skills. And they are not easy to put together, it takes time and patience to find people with the right Attributes for that team. When you do however, you build a team that can perform in any environment; it’s long-lasting, durable, and resilient."}],"markDefs":[],"style":"normal"},{"_key":"60e01c25460f","_type":"block","children":[{"_key":"186e35cd623f0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cba8daed5d4c","_type":"block","children":[{"_key":"6f014e023726","_type":"span","marks":["strong"],"text":"Look to Your Attributes"}],"markDefs":[],"style":"normal"},{"_key":"2d0c33c87a18","_type":"block","children":[{"_key":"725cc5c9dee50","_type":"span","marks":[],"text":"Skills don’t tell you everything you need to know about yourself or about others. Understanding the difference between skills and attributes is the first critical step in optimizing performance in a variety of situations, especially when stress, anxiety, and uncertainty come into the picture. If you want to understand why and how you perform the way that you do, or your team does - look at Attributes, not skills."}],"markDefs":[],"style":"normal"},{"_key":"8c40caade4ce","_type":"block","children":[{"_key":"580a0a39efe0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"af00d1a0f4a6","_type":"contentEditorSpacer","height":100},{"_key":"9a5a219ec86a","_type":"block","children":[{"_key":"3bb31f0cfaf9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7b6598a4b511","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"cd2df31ff2a4","_type":"block","children":[{"_key":"e6f6b8a8d86d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"62b5ea216d3a","_type":"block","children":[{"_key":"e4c614e5dab30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2022-09-12","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"966514b57886","_type":"block","children":[{"_key":"13992d467fcb","_type":"span","marks":[],"text":"What's the difference between skills and Attributes? Think of a time when you’ve been in a challenging, stressful, or uncertain situation. How did you get through it? It was most likely by leaning on your Attributes, not your skills. Understanding the difference between the two is a critical first step in optimizing your performance in challenging times."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-eb37aead84de80c77e2241037d4cecaa9b7ce4ad-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"06d47150aeec","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"},{"_key":"3557b4c777e8","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"fbe2cd78a790","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"}],"seo":{"_type":"seo","description":"How understanding the difference between skills & attributes can enhance individual & team performance in uncertain environments.","title":"Skills vs. Attributes: Understanding Differences & Impact on Performance"},"shortDesc":"What's the difference between skills and Attributes? Think of a time when you’ve been in a challenging, stressful, or uncertain situation","showAssessmentTool":null,"slug":{"_type":"slug","current":"skills-versus-attributes-what-s-the-difference-and-why-it-matters"},"socialSharing":{"desc":"What's the difference between skills and Attributes? Think of a time when you’ve been in a challenging, stressful, or uncertain situation","image":{"_type":"image","asset":{"_ref":"image-0446f16ae586312d4be7f21bb5f2bb282fb23c17-1000x667-png","_type":"reference"}},"title":"Skills versus Attributes: What’s the difference and why it matters"},"title":"Skills Versus Attributes: What’s The Difference And Why It Matters","top_banner":{"center_content":"Discover your hidden strengths","left_content":"Attributes Assessment","link":"https://theattributes.com/assessments/attributes-assessment/for-individuals","right_content":"Take assessment","show":true}},{"_id":"85f41bd8-d2be-437b-89de-e423e56a9cb5","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a234a66cd647","_type":"block","children":[{"_key":"2913d74b0b8d","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"d1f371ef2445","_type":"span","marks":["em","b51002820cd7"],"text":"here"},{"_key":"9d13146b1cfc","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"b51002820cd7","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"b58e7412a374","_type":"block","children":[{"_key":"89d994127af7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c5038382c99e","_type":"block","children":[{"_key":"3f4fffa0ed79","_type":"span","marks":[],"text":"If you want to be a Navy SEAL, you have to go through something called “surf torture.” You lie in the freezing surf for hours, with no assurance of when or how it will end.\n"}],"markDefs":[],"style":"normal"},{"_key":"2cc62030d9b2","_type":"block","children":[{"_key":"5277058ec157","_type":"span","marks":[],"text":"A lot of guys quit during surf torture.\n"}],"markDefs":[],"style":"normal"},{"_key":"fc1828dc8eeb","_type":"block","children":[{"_key":"35a5c79dc8d9","_type":"span","marks":[],"text":"Some of us didn’t, though. Some of us made it through.\n"}],"markDefs":[],"style":"normal"},{"_key":"8bb0a1a13357","_type":"block","children":[{"_key":"136b22f54ae6","_type":"span","marks":[],"text":"There are a few reasons for this, but today I am thinking about one you might have heard some SEALs call “embracing the suck.”\n"}],"markDefs":[],"style":"normal"},{"_key":"872087e320f3","_type":"block","children":[{"_key":"46842ae13d94","_type":"span","marks":[],"text":"But what does it mean to “embrace the suck”?\n"}],"markDefs":[],"style":"normal"},{"_key":"ed567174263d","_type":"block","children":[{"_key":"9abc8652fe88","_type":"span","marks":[],"text":"And how do you "},{"_key":"b608ed63041d","_type":"span","marks":["em"],"text":"do"},{"_key":"3499f7a52c68","_type":"span","marks":[],"text":" it?\n"}],"markDefs":[],"style":"normal"},{"_key":"84bd5daa6ff7","_type":"block","children":[{"_key":"3813a83cd8d8","_type":"span","marks":[],"text":"It starts with your dopamine.\n"}],"markDefs":[],"style":"normal"},{"_key":"98de7d1bd949","_type":"block","children":[{"_key":"cc30d88b28c6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1bd0b872d4e6","_type":"block","children":[{"_key":"698bb95e7abf","_type":"span","marks":["strong"],"text":"The Motivational Molecule"},{"_key":"ea3f1e34ac0a","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"e2a5d0fca6cd","_type":"block","children":[{"_key":"bc82e8f2dae4","_type":"span","marks":[],"text":"Dopamine is the molecule primarily responsible for the feeling of reward. People often say you get a “hit” of dopamine when you do something pleasurable – and that’s true. Your brain typically produces spikes of dopamine when you get something you want."}],"markDefs":[],"style":"normal"},{"_key":"71491b6fcc3b","_type":"block","children":[{"_key":"66fff30bf954","_type":"span","marks":[],"text":"But a little-known and crucial fact about dopamine is that you actually need a sufficient quantity at baseline levels to be motivated to pursue what you want in the first place. "}],"markDefs":[],"style":"normal"},{"_key":"af7578a044af","_type":"block","children":[{"_key":"7c4d85fb3494","_type":"span","marks":[],"text":"While it’s true that in animal studies, rats get a spike of dopamine when they eat. It’s also true that rats that are deprived of dopamine will no longer walk just a few inches to get food."}],"markDefs":[],"style":"normal"},{"_key":"2104f8d258f2","_type":"block","children":[{"_key":"c505f9a465a6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"14d17c443a6b","_type":"block","children":[{"_key":"2144825cd47f","_type":"span","marks":["strong"],"text":"\nA Common Mistake\n"}],"markDefs":[],"style":"normal"},{"_key":"82db3adf8ff2","_type":"block","children":[{"_key":"450ae6ac6c98","_type":"span","marks":[],"text":"Most people don’t know about baseline dopamine, so they focus on getting the big spikes."}],"markDefs":[],"style":"normal"},{"_key":"db0fecff5538","_type":"block","children":[{"_key":"6c9bf9b166ad","_type":"span","marks":[],"text":"They try to motivate themselves by thinking about the end. Sometimes they even talk about how everything sucks right now, but it will be worth it later."}],"markDefs":[],"style":"normal"},{"_key":"53cec7134713","_type":"block","children":[{"_key":"3c5ee05d55cc","_type":"span","marks":[],"text":"But this is a mistake."}],"markDefs":[],"style":"normal"},{"_key":"7ec8ec997c32","_type":"block","children":[{"_key":"41c2a83ca47d","_type":"span","marks":[],"text":"Brains produce dopamine (though not exclusively) when there’s a reward."}],"markDefs":[],"style":"normal"},{"_key":"8c93d8ff6a86","_type":"block","children":[{"_key":"9d2f278b60df","_type":"span","marks":[],"text":"So when you tell yourself everything sucks - or put off your enjoyment until a later point in time, you are telling your dopamine system there’s nothing rewarding about "},{"_key":"bbd99b20f8bf","_type":"span","marks":["em"],"text":"right"},{"_key":"9c7a1fce7b45","_type":"span","marks":[],"text":" "},{"_key":"f0a9df5491d7","_type":"span","marks":["em"],"text":"now"},{"_key":"592db7406120","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"2bbf8f4b58b3","_type":"block","children":[{"_key":"0014fdae7e0d","_type":"span","marks":[],"text":"This can limit your brain’s ability to make baseline dopamine—the very molecule you need to feel motivated!"}],"markDefs":[],"style":"normal"},{"_key":"b4b286d0bff3","_type":"block","children":[{"_key":"0ef1537a7184","_type":"span","marks":[],"text":"However, when you find reason to enjoy or appreciate the present effort, you are telling your brain there is already reward "},{"_key":"52c53ca58b53","_type":"span","marks":["em"],"text":"right here, right now"},{"_key":"37ae1c31f5fe","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"cf3a0be65a88","_type":"block","children":[{"_key":"5494752ce601","_type":"span","marks":[],"text":"This can help kickstart your baseline dopamine production… "},{"_key":"304be215fe4d","_type":"span","marks":["em"],"text":"right here, right now"},{"_key":"787c4fe1b9e8","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"4765b4e82517","_type":"block","children":[{"_key":"0a1f2ec0ded2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4ada1f846866","_type":"block","children":[{"_key":"6dfd8f873088","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cdeed53b104b","_type":"contentEditorSpacer","height":80},{"_key":"e3d3d2ebd951","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"3732a9688467","_type":"contentEditorSpacer","height":100},{"_key":"35fd60b425fe","_type":"block","children":[{"_key":"df314225827a","_type":"span","marks":[],"text":"\n"},{"_key":"40334d73780e","_type":"span","marks":["strong"],"text":"Embracing the Suck"},{"_key":"903e29a63788","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"43bfabd96212","_type":"block","children":[{"_key":"a69ec08cb7da","_type":"span","marks":[],"text":"When I was in surf torture, everything was agony. But then I had a key realization: the cold water was actually good for my sore muscles!"}],"markDefs":[],"style":"normal"},{"_key":"b67ff92cacfd","_type":"block","children":[{"_key":"f4c505136385","_type":"span","marks":[],"text":"The instant I had this thought, the cold became more bearable. It still sucked, of course."}],"markDefs":[],"style":"normal"},{"_key":"c4afb0720743","_type":"block","children":[{"_key":"0706cc38505a","_type":"span","marks":[],"text":"But I found reward in what I was doing, so my brain did, too. It started making more dopamine, which took the edge off. Something about the cold even started to feel a little satisfying."}],"markDefs":[],"style":"normal"},{"_key":"d051fe1666c1","_type":"block","children":[{"_key":"0ac39788d573","_type":"span","marks":[],"text":"And I felt more like I could get through it."}],"markDefs":[],"style":"normal"},{"_key":"9c93bd643f67","_type":"block","children":[{"_key":"c686965a3fce","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bb4a28049ce8","_type":"block","children":[{"_key":"7c81fb6d97b0","_type":"span","marks":[],"text":"\n"},{"_key":"064083c800b7","_type":"span","marks":["strong"],"text":"Make your own reward right now to keep you motivated"}],"markDefs":[],"style":"normal"},{"_key":"055d5074c538","_type":"block","children":[{"_key":"be70c195e2f8","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3438b179bd28","_type":"block","children":[{"_key":"ef80acc4c0a8","_type":"span","marks":[],"text":"Whether it’s a fitness goal, professional goal, or just plain need to get through a day, subtle shifts in mindset make an enormous difference.\n"}],"markDefs":[],"style":"normal"},{"_key":"ee8cd2511ce9","_type":"block","children":[{"_key":"19124ee08151","_type":"span","marks":[],"text":"To find reward in the work itself, try asking yourself:"}],"markDefs":[],"style":"normal"},{"_key":"a526dc6e872e","_type":"block","children":[{"_key":"76f9662e9c2a","_type":"span","marks":[],"text":"Is there pleasure in your task? What reasons do you have to enjoy or appreciate the present effort?"}],"markDefs":[],"style":"normal"},{"_key":"2fb6da289ba2","_type":"block","children":[{"_key":"098fdc2cbae2","_type":"span","marks":[],"text":"Leverage your pain."}],"markDefs":[],"style":"normal"},{"_key":"b4cbbb587d69","_type":"block","children":[{"_key":"2ad388bd497c","_type":"span","marks":[],"text":"You can even just start by telling yourself “I like this” and “I am doing this because I want to” when doing something hard. Over time, it becomes more believable and real."}],"markDefs":[],"style":"normal"},{"_key":"553bf3d386d6","_type":"block","children":[{"_key":"5c49c6d956e5","_type":"span","marks":[],"text":"This isn’t lying to yourself. It’s shifting your perspective from one of “I have to” to one of “I get to”. Neurologically, the former is punishment, the latter – reward."}],"markDefs":[],"style":"normal"},{"_key":"a783b9495706","_type":"block","children":[{"_key":"6a7181221d48","_type":"span","marks":[],"text":"Want to excel at endurance and achievement?"}],"markDefs":[],"style":"normal"},{"_key":"eec543c75556","_type":"block","children":[{"_key":"f3ea7be07ad0","_type":"span","marks":[],"text":"Don’t just get through the suck."}],"markDefs":[],"style":"normal"},{"_key":"62c4b384dc2c","_type":"block","children":[{"_key":"920fb1ac9eaa","_type":"span","marks":[],"text":"Embrace it."}],"markDefs":[],"style":"normal"},{"_key":"5dca88339ee6","_type":"block","children":[{"_key":"e46e205bb4dd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4f328f4ca3bd","_type":"block","children":[{"_key":"a1d99cf4a17e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5dbdd2466be5","_type":"contentEditorSpacer","height":100},{"_key":"deadef857ba0","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-09-19","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"755499cbda6f","_type":"block","children":[{"_key":"ae889d57daa8","_type":"span","marks":[],"text":"If you want to be a Navy SEAL, you have to go through something called “surf torture.” You lie in the freezing surf for hours, with no assurance of when or how it will end. A lot of guys quit during surf torture. Some of us didn’t, though. Some of us made it through. There are a few reasons for this, but today I am thinking about one you might have heard some SEALs call “embracing the suck.”"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-e573dee2610bea13fe62b7ad6cc5b8c0edd2162a-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"1b1d2d60ba25","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"},{"_key":"733a5bc8c50c","_ref":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","_type":"reference"},{"_key":"091d70358357","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"}],"seo":{"_type":"seo","description":"Discover how Navy SEALs leverage pain to build resilience. Learn to embrace challenges and optimize strengths with The Attributes.","title":"Embracing the Suck: How Navy SEALs Use Pain for Team Performance and Growth"},"shortDesc":"If you want to be a Navy SEAL, you have to go through something called “surf torture.” You lie in the freezing surf for hours, with no assurance of when or how it will end. A lot of guys quit during surf torture. Some of us didn’t, though. Some of us made it through. There are a few reasons for this, but today I am thinking about one you might have heard some SEALs call “embracing the suck.”","showAssessmentTool":true,"slug":{"_type":"slug","current":"how-navy-seals-leverage-pain"},"socialSharing":{"desc":"If you want to be a Navy SEAL, you have to go through something called “surf torture.” You lie in the freezing surf for hours, with no assurance of when or how it will end. A lot of guys quit during surf torture. Some of us didn’t, though. Some of us made it through. There are a few reasons for this, but today I am thinking about one you might have heard some SEALs call “embracing the suck.”","image":{"_type":"image","asset":{"_ref":"image-374d3a8f655136d77d9995562dfdcd37d1ae9fd1-1000x667-png","_type":"reference"}},"title":"The Science Behind “Embracing the Suck” – How Navy SEALs Leverage Pain"},"title":"The Science Behind “Embracing the Suck” – How Navy SEALs Leverage Pain","top_banner":null},{"_id":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"d40e35426437","_type":"block","children":[{"_key":"0cf0f99b794a","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"e882a2eba2a3","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"20402eb7c478","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"192b25fa027f","_type":"block","children":[{"_key":"e47a764db5ce","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"201335c413c2","_type":"block","children":[{"_key":"f60bafe64441","_type":"span","marks":[],"text":"After we emerged from the pandemic, an unprecedented number of people quit their jobs. In, fact, there was so much quitting going on that employers in some sectors, such as hotels and restaurants, are complaining about a labor shortage — there were more open, and necessary, positions than there were people willing to take them.\n\nAdmittedly, the wave of quitting might have been bad for a hotel that can’t hire enough night clerks or a diner that doesn’t have an extra busboy. But is the actual quitting a bad thing?"}],"markDefs":[],"style":"normal"},{"_key":"94021329e069","_type":"block","children":[{"_key":"bd464c5d5953","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"365b22733963","_type":"block","children":[{"_key":"dbb845bead18","_type":"span","marks":[],"text":"\n"},{"_key":"b2840ea06474","_type":"span","marks":["strong"],"text":"What Does It Mean to Quit?"},{"_key":"418e35e9cbb1","_type":"span","marks":[],"text":"\n\nQuitting is often highly stigmatized. Motivational slogans like “winners never quit, and quitters never win” or “winners are not people who never fail, but people who never quit” explicitly announce that “winning” can never coexist with “quitting.” But that is simplifying the act too much, making it — in typical 2021 fashion — too binary. To quit literally means to leave, vacate, cease or stop: where you are, what you are doing. There is an immediacy and acuteness to the act. It’s often contained to a singular moment, rather than a thing, or activity: You quit your job, quit your workout, or quit the daydreaming you are doing during that monotonous zoom meeting.\n\nOne of the problems is that quitting is often used interchangeably with giving up (and usually in some of those same motivational quotes). But to give up is different. It’s resigning oneself to failure. To give up is to cease making an effort, and the implications are broader. Quitting your job is one thing, but giving up on working is something else. And quitting today’s workout isn’t the same as giving up on trying to be healthy.\n"}],"markDefs":[],"style":"normal"},{"_key":"67925ebd847d","_type":"block","children":[{"_key":"4649441b6151","_type":"span","marks":[],"text":"\n"},{"_key":"b2daa7a5dd25","_type":"span","marks":["strong"],"text":"Does Quitting Equate to Losing?"},{"_key":"d33476413d8c","_type":"span","marks":[],"text":"\n\nDuring the Olympic games this summer, gymnast Simone Biles abruptly withdrew from four Olympic events that she was favored to win. She was, quite predictably, met with jeering from the peanut gallery. People who couldn’t do a cartwheel said she was weak. They called her a quitter, and they said it like a slur. The fact is, quitting is sometimes perfectly okay. In some cases, it’s necessary, because to not quit could be downright dangerous. “I don’t think you realize,” Biles said in response to the criticism to withdraw, “how dangerous this is on hard/competition surfaces.” She’s capable of extraordinary physical feats that also require intense mental focus. If her mind and body aren’t working together, mistakes can happen, and one of those mistakes could easily end her career.\n\nOr consider my area of expertise, Navy SEAL training. It's notorious for the number of candidates who quit: Usually upwards of 85 percent of candidates who begin never finish. Some of that is because of injury, but most guys just quit, plain and simple. In fact, the most common piece of advice bestowed upon those wannabe SEALs by actual SEALs is a blunt “don't quit”, which feeds the mythology that Navy SEALs are infused with a “rather-die-than-quit” mentality.\n\nSEALs who’ve actually been to combat know that’s a ridiculous and dangerous statement. Those SEALs know that quitting is sometimes a requirement, a strategic choice based on an accurate read of the current situation. Pushing forward in a bad situation will yield bad, often deadly, results. And you can’t accomplish a mission if you’re dead.\n"}],"markDefs":[],"style":"normal"},{"_key":"4b412fe39b37","_type":"block","children":[{"_key":"c2bddef1f32d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"adbbe0dd604b","_type":"contentEditorSpacer","height":80},{"_key":"56ca15f85c4e","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"6c7a3e79d814","_type":"contentEditorSpacer","height":100},{"_key":"9083dc89085b","_type":"block","children":[{"_key":"0943888cf32c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ea4838a253ed","_type":"block","children":[{"_key":"9fc81e104560","_type":"span","marks":[],"text":"\n"},{"_key":"09b105dbbd78","_type":"span","marks":["strong"],"text":"When is Quitting the Right Thing To Do?"},{"_key":"80c36d10a91b","_type":"span","marks":[],"text":"\n\nIn 2006 I was in Afghanistan with my Navy SEAL Troop, preparing to conduct our very first mission in country. It was a bit more for me though: it was my first mission with this SEAL Unit, and the first mission where I was the Officer in Charge. I was excited. I’d been a SEAL for 10 years already, gone through a specialized selection, and even done a few staff jobs for the Unit while waiting my turn to be in charge. The mission was a good one to start with. The objective was not too far away, the terrain was simple and flat, and the plan was straightforward. A perfect break-in operation for the Troop.\n\nBut hiccups started during the mission planning. Small ones at first. Intel wasn’t lining up correctly and had to be rechecked, switched radio frequencies had to be corrected, some of the gear that we had anticipated using turned out to be unavailable. None of these were insurmountable. We simply adjusted and moved on.\n\nWhen we left base and started heading toward the objective there were a few more slightly bigger hiccups. The vehicles hadn’t received the communication corrections — we needed to pull over and get that sorted. The route that had seemed navigable during planning turned out to be the opposite. A switch to a secondary, then tertiary, route had to be implemented. These delays weren’t a huge deal, except they all slowed a carefully planned timeline. Daylight was never optimal, and sunrise was getting closer. But we pressed on.\n\nYet, I had been mentally keeping count. Whenever things go bad on a military operation, the post-operation reviews rarely end up pointing to one big thing that went wrong. Rather, it’s a series of little things that added up to the overall tragedy. I knew that there is never a “magic number” of little things that trigger tragedy —the best you can do is be aware, and constantly assess.\n\nIt was while we were on our final approach to our target that we hit “too many” little things. We heard whistling.\n\nWe had read reports of other units that had been ambushed in the area previously. On several of them, soldiers had reported hearing whistling just before the ambush—an enemy signal, obviously, to get ready.\n\nWe halted our patrol, and I took a few moments to confer with my Troop Chief. There was another way we could get there, but it would burn a lot more time, and we couldn’t be sure that route wasn’t tarnished as well. The math finally added up in my head and I made a decision.\n\nOn my very first operation as a Troop Commander, with this unit that I’d worked so hard to get to, I decided that we were going to head back to base. We were going to quit. Certainly, a nicer way to put it would be a “tactical withdrawal” or “change in plan.” I could dress it up however I wanted, but when I radioed my commander to tell him what I was doing, it felt like quitting.\n\nHowever bad it felt, though, I know now it was the right thing to do. And it wasn’t the last time I quit a mission, either. I’ve conducted hundreds of combat missions overseas and have quit and returned to base on three. On all three I had the same counter going in my head; on all three the situation wasn’t reading in a way that predicted success; and on all three it was a hard call to make, one sometimes met with real anger and frustration from some of the Troop members.\n"}],"markDefs":[],"style":"normal"},{"_key":"40f4fff666d4","_type":"contentEditorSpacer","height":80},{"_key":"59404d3bbcf4","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop the attributes for you and your company.","linkSlug":"/consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"eb3e4a542ce5","_type":"contentEditorSpacer","height":100},{"_key":"1fb25574870c","_type":"block","children":[{"_key":"95dfc40fc4f2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d23fd240d0f4","_type":"block","children":[{"_key":"0968a5b6c97a","_type":"span","marks":[],"text":"\n"},{"_key":"bc7bb4b84284","_type":"span","marks":["strong"],"text":"Quitting or Giving Up?"},{"_key":"43c6afe11b34","_type":"span","marks":[],"text":"\n\nSo how do we know whether you’re quitting or giving up? It comes down to two questions.\n\nFirst, would quitting in this moment get you closer to your long-term goal? Think carefully, because the answer isn’t necessarily binary. In the pursuit of any long-term goal, there will be times when it feels like you’re moving backwards. Consider the rock climber who sometimes must move down on the face of a rock to find a better hand or foothold. Just because that climber is moving down, doesn’t mean they’re not still trying to get to the top.\n\nSecond, why are you quitting? This question should be engaged with as little emotion as possible. If you are upset, angry, frustrated, or in pain just because it’s hard, that’s usually not a good reason to quit. Many of the candidates who quit SEAL training later regret the decision and cite the fact that they were lost in their pain and not thinking clearly. So it’s important that you make any decision to quit with as clear a head as possible. The good news is simply the act of pausing, taking a deep breath, and asking why can, in of itself, have a calming effect on your emotions.\n\nEverything about our world today seems uncertain. It’s hard to predict what tomorrow is going to look like, let alone next month or next year. But that can’t stop us from charging forward on our goals and objectives. This means that we are going to make mistakes. We are going to find ourselves on paths that aren’t working.\n\nMy advice when that happens? Quit what you are doing. Reassess and try something different. If that doesn’t work, then quit again and try again. Achieving what we want is rarely about “never quitting”—it’s actually about quitting as many times as you need to until you find the right path. Don’t just quit because something is hard—quit because it’s not working. And never give up searching for what does work. This is, in fact, the elemental secret to success in a long-term goal. Quit when you have to, but don’t ever give up."}],"markDefs":[],"style":"normal"},{"_key":"a503f7112d70","_type":"contentEditorSpacer","height":100},{"_key":"f3bbabc497af","_type":"block","children":[{"_key":"932535e67176","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c18fd988d444","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2021-10-01","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d6b35da65f9f","_type":"block","children":[{"_key":"4015edd02fcb","_type":"span","marks":[],"text":"When we quit, it’s easy to think we have failed or lost in some way. Motivational slogans like “winners never quit, and quitters never win” explicitly announce that “winning” can never coexist with “quitting.” But that is simplifying the act too much. One of the problems is that quitting is often used interchangeably with giving up, but to give up is different. It’s resigning oneself to failure. Continue reading to see what quitting actually means in different situations, and whether or not it is ever really a bad thing."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-49bf95483da8ed7ec2d26b71079ef64f3a6333ff-1440x275-webp","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"b0fb78f89aad","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"},{"_key":"65cef1038157","_ref":"dfd03590-5573-4da5-8cac-03241ee5b260","_type":"reference"},{"_key":"f424292aae36","_ref":"0a9a3966-1427-4d07-9034-da0d113bd5a2","_type":"reference"}],"seo":{"_type":"seo","description":"Explore the insights from Rich Diviney's It’s Ok to Quit – Just Never Give Up. Discover how quitting can pave the path to success.","title":"How to Embrace Stengths: Quitting Strategically and Never Give Up"},"shortDesc":"When we quit, it’s easy to think we have failed or lost in some way. Motivational slogans like “winners never quit, and quitters never win” explicitly announce that “winning” can never coexist with “quitting.”","showAssessmentTool":null,"slug":{"_type":"slug","current":"it-s-ok-to-quit-just-never-give-up"},"socialSharing":{"desc":"When we quit, it’s easy to think we have failed or lost in some way. Motivational slogans like “winners never quit, and quitters never win” explicitly announce that “winning” can never coexist with “quitting.” But that is simplifying the act too much. One of the problems is that quitting is often used interchangeably with giving up, but to give up is different. It’s resigning oneself to failure. Continue reading to see what quitting actually means in different situations, and whether or not it is ever really a bad thing.","image":{"_type":"image","asset":{"_ref":"image-5811ded3aae38840fa104bfc23cc43f4c6a2cb16-4896x3264-jpg","_type":"reference"}},"title":"It’s ok to quit – just never give up"},"title":"It’s Ok to Quit – Just Never Give Up","top_banner":{"center_content":"Discover our speaking and consulting packages for your company","left_content":"ATTRIBUTES CONSULTING","link":"/consulting","right_content":"LEARN MORE","show":true}},{"_id":"8e248787-bd4a-46a3-9b7a-7d22d6c4296c","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"b3ec0c061616","_type":"block","children":[{"_key":"ae99bc0e3bd8","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"4dd1f83058fc","_type":"span","marks":["24b6956a8499","em"],"text":"here"},{"_key":"3ef1c9a52fe6","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"24b6956a8499","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"63d6f520dbf4","_type":"block","children":[{"_key":"72e7a35300ab","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"26b493c71b91","_type":"block","children":[{"_key":"4690f3ee6089","_type":"span","marks":["em"],"text":"“It’s complicated.”"}],"markDefs":[]},{"_key":"b8838dee8671","_type":"block","children":[{"_key":"8250fe1b6067","_type":"span","marks":[],"text":"This is often the way that we describe our world, our situations, our relationships. In fact, we tend to accept and approach most of life like it’s complicated. But it’s better if we see and approach life as complex. Here’s why."}],"markDefs":[]},{"_key":"fd33eb4d1d5f","_type":"block","children":[{"_key":"d4dab8f5f8ba","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4ce17efdcd2c","_type":"block","children":[{"_key":"c1f2eb6e73e8","_type":"span","marks":["strong"],"text":"A complicated system"}],"markDefs":[],"style":"normal"},{"_key":"84388c6ddcd1","_type":"block","children":[{"_key":"757d138ad0fc","_type":"span","marks":[],"text":"Complicated systems function predictably according to specific parameters, even if they are incredibly numerous."}],"markDefs":[],"style":"normal"},{"_key":"828132d46b82","_type":"block","children":[{"_key":"33ef7a8675af","_type":"span","marks":[],"text":"The Formula One (F1) racing car, for example, is a complicated system. It is made up of more than twenty-five thousand different parts. Each of these parts is painstakingly conceived, tested, made, and re-made to perfection."}],"markDefs":[],"style":"normal"},{"_key":"d6c89dc6317f","_type":"block","children":[{"_key":"ee23d298a1f1","_type":"span","marks":[],"text":"F1 racecars work so well because they are predictable"},{"_key":"4a24bb9f56691","_type":"span","marks":["em"],"text":". "},{"_key":"4a24bb9f56692","_type":"span","marks":[],"text":"The parts are extremely numerous, but they are each engineered precisely to work according to specific circumstances and rules. Designers and drivers know exactly how that car will perform in almost any circumstance – down to the decimal point."}],"markDefs":[],"style":"normal"},{"_key":"eb46963033c9","_type":"block","children":[{"_key":"806fad9c7b27","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3176baad7042","_type":"block","children":[{"_key":"3c14cd8d2f40","_type":"span","marks":["strong"],"text":"A complex system"}],"markDefs":[],"style":"normal"},{"_key":"f18626487244","_type":"block","children":[{"_key":"cfd5cfbddd90","_type":"span","marks":[],"text":"The human body is an example of a "},{"_key":"4fe39d0807831","_type":"span","marks":["em"],"text":"complex "},{"_key":"4fe39d0807832","_type":"span","marks":[],"text":"system. There aren’t absolute rules. Even the most advanced science cannot predict unerringly what will work for some people and not for others."}],"markDefs":[],"style":"normal"},{"_key":"7fed75ea5364","_type":"block","children":[{"_key":"a3f7fa17b8e8","_type":"span","marks":[],"text":"In 2012, deep-sea diver Chris Lemons was rescued after more than 30 minutes without oxygen at the bottom of the North Sea. After two-breaths of mouth to mouth, Lemons regained consciousness, and later fully recovered. While there are many theories about his survival, no one can pinpoint how he did. This was an entirely unpredictable result."}],"markDefs":[],"style":"normal"},{"_key":"092cdb481b23","_type":"block","children":[{"_key":"e24ac2320a18","_type":"span","marks":[],"text":"Complex systems are never fully understood and are therefore impossible to predict with certainty."}],"markDefs":[],"style":"normal"},{"_key":"8a1385459f42","_type":"block","children":[{"_key":"14dc4395ab3a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3ee7c4891fc5","_type":"block","children":[{"_key":"e2bfed5f564b","_type":"span","marks":["strong"],"text":"Humans usually treat life like it’s complicated"}],"markDefs":[],"style":"normal"},{"_key":"fda891971307","_type":"block","children":[{"_key":"da26d6fe0567","_type":"span","marks":[],"text":"Most of us default to treating life as a complicated system, and this is to be expected. The brain analyzes experiences in order to detect patterns, which it then uses to come up with rules (assumptions really) about how the world works. These rules allow us to develop specific skills in response to the experience. All of this makes sense for us to figure out our world. It gives us predictability, it prepares us…. at least most of the time."}],"markDefs":[],"style":"normal"},{"_key":"f83dd12a8d34","_type":"block","children":[{"_key":"f0d6813e1df6","_type":"span","marks":[],"text":"But it doesn’t necessarily prepare us for complexity."}],"markDefs":[],"style":"normal"},{"_key":"77a9602f4056","_type":"contentEditorSpacer","height":80},{"_key":"e4755038a70a","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"471943241b79","_type":"block","children":[{"_key":"54c891011256","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bcc0ee805432","_type":"contentEditorSpacer","height":100},{"_key":"59599055044a","_type":"block","children":[{"_key":"1a35183c05e5","_type":"span","marks":[],"text":"\n"},{"_key":"7b0e92ef121c","_type":"span","marks":["strong"],"text":"The complexity of life"}],"markDefs":[]},{"_key":"31aff68f5c99","_type":"block","children":[{"_key":"d825880fddaf","_type":"span","marks":[],"text":"Think about your day-to-day. Something as simple as running to the store depends on so many variables – your transport, the weather, the traffic, the store employees, the manufacturers, the advertisers, the global economic system and supply and demand. A huge number of variables play a role in how the situation unfolds. Something unpredictable could happen in any of them. Uncertainty is always at play."}],"markDefs":[]},{"_key":"def9b1f1b7a8","_type":"block","children":[{"_key":"bb2bf96a54b1","_type":"span","marks":[],"text":"Now imagine even more complex events with more at stake—such as building a family, launching major products, or executing life-saving operations."}],"markDefs":[],"style":"normal"},{"_key":"af8ba9a07a6c","_type":"block","children":[{"_key":"5f68f8b8fc12","_type":"span","marks":[],"text":"Every moment of life is complex, and its challenges even more so."}],"markDefs":[],"style":"normal"},{"_key":"01e80e6187a9","_type":"block","children":[{"_key":"4b5846d09ea6","_type":"span","marks":[],"text":"Whether you’re an individual or a team, if you want to excel, you need to know how to perform in uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"9f2f3460d17c","_type":"block","children":[{"_key":"e84f84deda78","_type":"span","marks":[],"text":"You can (and should) prepare, make plans, but you need to be capable of doing more than just following them."}],"markDefs":[],"style":"normal"},{"_key":"d771cc7b1633","_type":"block","children":[{"_key":"a69e42f70e4d","_type":"span","marks":[],"text":"You need to be ready for whatever comes."}],"markDefs":[],"style":"normal"},{"_key":"ed11fb0ddae8","_type":"block","children":[{"_key":"8fe89022ecbc","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"eb6d786584c5","_type":"block","children":[{"_key":"2df85eb34495","_type":"span","marks":["strong"],"text":"Dealing with complexity"}],"markDefs":[],"style":"normal"},{"_key":"b63c77b31cff","_type":"block","children":[{"_key":"5783ec544fdc","_type":"span","marks":[],"text":"When uncertainty shows up, the rules, patterns, and the skills you’ve developed along the way are often insufficient."}],"markDefs":[],"style":"normal"},{"_key":"95c2fb7d20f6","_type":"block","children":[{"_key":"4cc708faa2c0","_type":"span","marks":[],"text":"The one thing you (and your team) can rely on are your attributes."}],"markDefs":[],"style":"normal"},{"_key":"a16fd51601cc","_type":"block","children":[{"_key":"fb572ba099fc","_type":"span","marks":[],"text":"Attributes are foundational components of who you are, and more specifically how you behave. Things like the ability to be adaptable, compartmentalize, or to persevere. Attributes are always present, running in the background, driving our performance. But they stand out the most during times of stress, challenge, and uncertainty. In an unknown environment, it’s very difficult (if not impossible) to apply a known skill – so this is when we lean on our attributes."}],"markDefs":[],"style":"normal"},{"_key":"d16431d50e2f","_type":"block","children":[{"_key":"2e8caab52901","_type":"span","marks":[],"text":"When you and your team dive into your attributes, which attributes you are high on, which you are a little lower on, you boost your ability to perform in uncertainty. Understanding your attributes allows you to prepare for the unpredictable."}],"markDefs":[],"style":"normal"},{"_key":"80c6de844f15","_type":"block","children":[{"_key":"483433ba0c7b","_type":"span","marks":[],"text":"Your team becomes more trusting, fluid, adaptable, and primed to face whatever comes."}],"markDefs":[],"style":"normal"},{"_key":"f7df523181c6","_type":"block","children":[{"_key":"12a10ea71eba","_type":"span","marks":[],"text":"You rise to the challenge of performing in a complex world."}],"markDefs":[],"style":"normal"},{"_key":"3a12618c5184","_type":"block","children":[{"_key":"8aae1ebf065a","_type":"span","marks":[],"text":"Start digging into your (and your teams) attributes - it’s the first step to thriving in complexity….and becoming a Master of Uncertainty"}],"markDefs":[],"style":"normal"},{"_key":"2ce671937023","_type":"block","children":[{"_key":"1023871da108","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"217d78895854","_type":"contentEditorSpacer","height":100},{"_key":"5c95630b0c33","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-12-14","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d930acbc1c8a","_type":"block","children":[{"_key":"63774035078a","_type":"span","marks":[],"text":"When describing our world and our situations, we often use the phrase \"it's complicated\" to explain the complexity of it all. But, in reality, life is complex rather than complicated."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-2a7d36a5990279343da00bcd32fdc5b8beb876ae-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"9f6f517538d3","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"},{"_key":"08dc7f8f8573","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"},{"_key":"6a6de3ef5d95","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"}],"seo":{"_type":"seo","description":"Learn how successful teams thrive in uncertainty. Master adaptation and resilience in challenging times with Rich Diviney.","title":"Embrace Complexity: Uncover Strengths & Boost Performance with Attributes"},"shortDesc":"When describing our world and our situations, we often use the phrase \"it's complicated\" to explain the complexity of it all. But, in reality, life is complex rather than complicated. ","showAssessmentTool":false,"slug":{"_type":"slug","current":"its-not-complicated-its-complex"},"socialSharing":{"desc":"When describing our world and our situations, we often use the phrase \"it's complicated\" to explain the complexity of it all. But, in reality, life is complex rather than complicated. ","image":{"_type":"image","asset":{"_ref":"image-b62f78b1280cfe35fe27ec110f199b361376e116-2000x1334-png","_type":"reference"}},"title":"It’s not Complicated, it’s Complex"},"title":"It’s Not Complicated, It’s Complex","top_banner":null},{"_id":"9159408c-eb32-45ab-8571-4a6e70cbe6f1","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"975074f192bd","_type":"block","children":[{"_key":"944a74db850e","_type":"span","marks":[],"text":"Most managers believe they understand their team."}],"markDefs":[],"style":"normal"},{"_key":"2b12eb081d81","_type":"block","children":[{"_key":"8b8b76e13bea0","_type":"span","marks":[],"text":"You know their roles. You know their resumes. You know their sales figures or coding languages. You know who is the quiet observer and who is the life of the happy hour."}],"markDefs":[],"style":"normal"},{"_key":"30039b357450","_type":"block","children":[{"_key":"1376aebb2b730","_type":"span","marks":[],"text":"On paper, the machine looks perfect."}],"markDefs":[],"style":"normal"},{"_key":"5cf4a2e92a42","_type":"block","children":[{"_key":"6a93426b723d0","_type":"span","marks":[],"text":"Then, something changes."}],"markDefs":[],"style":"normal"},{"_key":"858502afe49c","_type":"block","children":[{"_key":"2ed326542a690","_type":"span","marks":[],"text":"A deadline compresses. A key client threatens to leave. The budget gets cut in half."}],"markDefs":[],"style":"normal"},{"_key":"4c7d027a3ef2","_type":"block","children":[{"_key":"8ee37e71a2690","_type":"span","marks":[],"text":"Suddenly, the \"perfect\" machine starts to grind."}],"markDefs":[],"style":"normal"},{"_key":"ef49b341efca","_type":"block","children":[{"_key":"6c7929792fe40","_type":"span","marks":[],"text":"The reliable engineer becomes explosive. The high-voltage salesperson freezes. The project manager who loves process starts rewriting the plan instead of executing it."}],"markDefs":[],"style":"normal"},{"_key":"3796076761e3","_type":"block","children":[{"_key":"ff0bb256f04f0","_type":"span","marks":[],"text":"You are surprised. You think, “"},{"_key":"b662785336fa","_type":"span","marks":["em"],"text":"This isn’t the person I hired."},{"_key":"86a6b4b17514","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"896c6ad4a57e","_type":"block","children":[{"_key":"83f11a5f54370","_type":"span","marks":[],"text":"Actually, it is. You are just finally seeing them."}],"markDefs":[],"style":"normal"},{"_key":"2e3dd97f7d20","_type":"block","children":[{"_key":"6e5c3e0a6f40","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2b3ac5161e80","_type":"block","children":[{"_key":"ac215e9f6447","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"83f91385e10c","_type":"block","children":[{"_key":"cec6cd04420b","_type":"span","marks":["strong"],"text":"The Why: Teams Don’t Run on Skills Alone"}],"markDefs":[],"style":"headline"},{"_key":"a17403d0c680","_type":"block","children":[{"_key":"983671698f1b","_type":"span","marks":[],"text":"The reason you feel blindsided is that you have been managing your team based on their Skills (\"What they know how to do\")."}],"markDefs":[],"style":"normal"},{"_key":"ffdf8aa11bc5","_type":"block","children":[{"_key":"cab906651dea0","_type":"span","marks":[],"text":"Skills are excellent predictors of performance when the environment is stable, the roadmap is clear, and the stress is low."}],"markDefs":[],"style":"normal"},{"_key":"2a65d12c0ed8","_type":"block","children":[{"_key":"abd9451271cf0","_type":"span","marks":[],"text":"But business is rarely stable."}],"markDefs":[],"style":"normal"},{"_key":"ae70a5d8e976","_type":"block","children":[{"_key":"4ee9c7b9f1510","_type":"span","marks":[],"text":"When uncertainty enters the system, skills degrade. When the plan breaks, we revert to our "},{"_key":"e42792cc43a4","_type":"span","marks":["strong"],"text":"Attributes"},{"_key":"3b5755909fb8","_type":"span","marks":[],"text":" (\"Inherent elemental behaviors\")."}],"markDefs":[],"style":"normal"},{"_key":"0023654488fa","_type":"block","children":[{"_key":"6772ad78c0b00","_type":"span","marks":[],"text":"Skills don't explain:"}],"markDefs":[],"style":"normal"},{"_key":"4524d10be7c6","_type":"block","children":[{"_key":"7ef794358d700","_type":"span","marks":[],"text":"Who pushes forward ("},{"_key":"2bf6d2d889ee","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"65be9c72bffe","_type":"span","marks":[],"text":") vs. who quits."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"67c5bc907161","_type":"block","children":[{"_key":"9b43853a30b40","_type":"span","marks":[],"text":"Who absorbs the chaos ("},{"_key":"e8809b3f67cd","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"a12c89f9eb75","_type":"span","marks":[],"text":") vs. who breaks down in it."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"cdafdf651f42","_type":"block","children":[{"_key":"71b10d59ca050","_type":"span","marks":[],"text":"Who makes the call ("},{"_key":"125d8b717c9d","_type":"span","marks":["strong"],"text":"Decisiveness"},{"_key":"358f64c18533","_type":"span","marks":[],"text":") vs. who waits too long."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"29e6e65694ec","_type":"block","children":[{"_key":"d843ca016ff90","_type":"span","marks":[],"text":"These patterns are not driven by job descriptions. They are driven by internal wiring."}],"markDefs":[],"style":"normal"},{"_key":"b54b58db3d97","_type":"block","children":[{"_key":"e26a71f2dc720","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a5770c5a1481","_type":"block","children":[{"_key":"0d3663c28457","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"820d46b30291","_type":"block","children":[{"_key":"29af810ea5dc","_type":"span","marks":[],"text":"The Hidden Layer: The Friction of \"High vs. Low\""}],"markDefs":[],"style":"headline"},{"_key":"585af4d48290","_type":"block","children":[{"_key":"64e78e7b9fa80","_type":"span","marks":[],"text":"Every team has an underlying behavioral profile that remains invisible during routine events, like the weekly status meeting."}],"markDefs":[],"style":"normal"},{"_key":"e59f95430c97","_type":"block","children":[{"_key":"28b4b5e583180","_type":"span","marks":[],"text":"Friction usually happens not because people are \"difficult,\" but because they are on opposite ends of an attribute spectrum."}],"markDefs":[],"style":"normal"},{"_key":"44ab8fb5856c","_type":"block","children":[{"_key":"9d3fc7721c96","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6abed7014535","_type":"block","children":[{"_key":"5ef8ea253c1a0","_type":"span","marks":["strong"],"text":"1. The Friction of Decisiveness (Speed vs. Accuracy)"}],"markDefs":[],"style":"normal"},{"_key":"76f84eda8bf4","_type":"block","children":[{"_key":"5b05009636960","_type":"span","marks":["strong"],"text":"High Decisiveness"},{"_key":"832e37c4b699","_type":"span","marks":[],"text":": They make decisions quickly and effectively with incomplete info. Under stress, they just want to "},{"_key":"a31e496ad97a","_type":"span","marks":["em"],"text":"move"},{"_key":"022fc1cd9d25","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f8d493bcee57","_type":"block","children":[{"_key":"f206e6ea8c690","_type":"span","marks":["strong"],"text":"Low Decisiveness"},{"_key":"a693b06b8f2f","_type":"span","marks":[],"text":": They need to deliberate and gather more data. Under stress, they want to wait."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b202f8ea0cdf","_type":"block","children":[{"_key":"61ac5182ffcc0","_type":"span","marks":["em"],"text":"The Clash"},{"_key":"7284795d465a","_type":"span","marks":[],"text":": The High Decisiveness person looks reckless. The Low Decisiveness person looks frozen. Both are trying to save the project, but their wiring is telling them to do opposite things."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"e049964fe986","_type":"block","children":[{"_key":"d47c02b64ce70","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7666f6a6f40e","_type":"block","children":[{"_key":"b45ba0c7b052","_type":"span","marks":["strong"],"text":"2. The Friction of Discernment (The Flaw vs. The Vision)"}],"markDefs":[],"style":"normal"},{"_key":"5cc38d38b2b4","_type":"block","children":[{"_key":"e4418731d76d0","_type":"span","marks":["strong"],"text":"High Discernment"},{"_key":"ab69fb94ba19","_type":"span","marks":[],"text":": They naturally see the fine print, the anomalies, and the risks. They focus on what is "},{"_key":"48e198cba3c3","_type":"span","marks":["em"],"text":"wrong"},{"_key":"1d25332c8421","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d8226e7dbcc8","_type":"block","children":[{"_key":"72562885b60c0","_type":"span","marks":["strong"],"text":"Low Discernment"},{"_key":"b255f17d6066","_type":"span","marks":[],"text":": They see the big picture and the overall concept. They focus on what is "},{"_key":"982413adf7d8","_type":"span","marks":["em"],"text":"possible"},{"_key":"340b3922f7f9","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c978b12af459","_type":"block","children":[{"_key":"f70f1620ac0d0","_type":"span","marks":["em"],"text":"The Clash"},{"_key":"b5637f13b381","_type":"span","marks":[],"text":": The High Discernment person looks like a \"blocker\" or a pessimist. The Low Discernment person looks sloppy or blind to risk."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"18e4f801ede0","_type":"block","children":[{"_key":"3f16582c97880","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"74b992be7a9a","_type":"block","children":[{"_key":"0e31c8c6fe44","_type":"span","marks":["strong"],"text":"3. The Friction of Adaptability (Pivot vs. Process)"}],"markDefs":[],"style":"normal"},{"_key":"3ca83d7137c4","_type":"block","children":[{"_key":"77a0a665f9590","_type":"span","marks":["strong"],"text":"High Adaptability"},{"_key":"48eaeb5b9d45","_type":"span","marks":[],"text":": They adjust to changes instantly and effortlessly. They ignore the rules if the rules no longer fit."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"58f6cc4e3521","_type":"block","children":[{"_key":"65dd757196de0","_type":"span","marks":["strong"],"text":"Low Adaptability"},{"_key":"b51ea7ba9891","_type":"span","marks":[],"text":": They rely on structure, rules, and predictability to function. They stick to the plan."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c7ffd9be83b7","_type":"block","children":[{"_key":"cf6310c50a920","_type":"span","marks":["em"],"text":"The Clash"},{"_key":"03e0e46d5e79","_type":"span","marks":[],"text":": The High Adaptability person looks chaotic and ungrounded. The Low Adaptability person looks rigid and stubborn."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b9c000bb5815","_type":"block","children":[{"_key":"ad4c1e9d465c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bafaa5b5706d","_type":"block","children":[{"_key":"6fdcb879f2e4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a0f7a4330f6b","_type":"block","children":[{"_key":"0461dc5315ac0","_type":"span","marks":[],"text":"Why Team Dynamics Are So Often Misdiagnosed"}],"markDefs":[],"style":"headline"},{"_key":"91acbccc170c","_type":"block","children":[{"_key":"e7615a192ce70","_type":"span","marks":[],"text":"Because this layer is invisible, managers often misdiagnose these gaps as personality flaws or \"bad attitudes.\""}],"markDefs":[],"style":"normal"},{"_key":"78c0e4a51cf7","_type":"block","children":[{"_key":"4feeff94eb520","_type":"span","marks":[],"text":"You think a team member is \"cold\" or \"unfeeling\" during a crisis. In reality, they are running high "},{"_key":"4a7b389d2bf5","_type":"span","marks":["strong"],"text":"Compartmentalization"},{"_key":"14c83beceac5","_type":"span","marks":[],"text":"; they are psychologically boxing up emotions and distractions so they can focus on the mission."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4871658f630d","_type":"block","children":[{"_key":"04f1bc8428500","_type":"span","marks":[],"text":"You think someone is \"cutting corners\" or being \"sneaky.\" In reality, they have high "},{"_key":"30e5e2012509","_type":"span","marks":["strong"],"text":"Cunning"},{"_key":"5fe49378d7c7","_type":"span","marks":[],"text":" (the ability to think outside the box); they are looking for a non-linear solution because the standard process is too slow."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a700d17a7c0b","_type":"block","children":[{"_key":"7be5c9927f6f0","_type":"span","marks":[],"text":"You think a team member is \"checked out\" in meetings. In reality, they are running high "},{"_key":"0c92d5834358","_type":"span","marks":["em"],"text":"Situational Awareness"},{"_key":"e52fd0474278","_type":"span","marks":[],"text":" and low "},{"_key":"779b614c6568","_type":"span","marks":["strong"],"text":"Extraversion"},{"_key":"16133ebf924c","_type":"span","marks":[],"text":"; they aren't disengaged, they are absorbing every micro-signal in the room before they speak."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ef49dc5262ea","_type":"block","children":[{"_key":"84cfc2be1a900","_type":"span","marks":[],"text":"You aren't wrong about the friction. You are just wrong about the cause."}],"markDefs":[],"style":"normal"},{"_key":"9f7681d97bff","_type":"block","children":[{"_key":"88fd17d4e2640","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a21724502d51","_type":"block","children":[{"_key":"96d7bbc644a2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fde67fed8f6e","_type":"block","children":[{"_key":"70b2ee560d000","_type":"span","marks":[],"text":"The Shift: From Managing Individuals to Understanding the System"}],"markDefs":[],"style":"headline"},{"_key":"4c1b03036677","_type":"block","children":[{"_key":"c3a7cdf562dd0","_type":"span","marks":[],"text":"High-performing leaders—whether in the SEAL Teams or the C-Suite—don't just manage people. They manage patterns."}],"markDefs":[],"style":"normal"},{"_key":"e0412c777b24","_type":"block","children":[{"_key":"137bd15a01b90","_type":"span","marks":[],"text":"They understand that a team is not just a collection of job titles. It is a dynamic system of conflicting and complementary attributes."}],"markDefs":[],"style":"normal"},{"_key":"f4b95d50c889","_type":"block","children":[{"_key":"945f8f2734a40","_type":"span","marks":[],"text":"When you understand the system, you stop being surprised."}],"markDefs":[],"style":"normal"},{"_key":"c4758c08f248","_type":"block","children":[{"_key":"1f40f8ca0fa40","_type":"span","marks":[],"text":"You know exactly who to send into a chaotic client meeting (High "},{"_key":"7db578e7861c","_type":"span","marks":["strong"],"text":"Adaptability"},{"_key":"3a68d404ef3b","_type":"span","marks":[],"text":", High "},{"_key":"26685f6aa5ef","_type":"span","marks":["strong"],"text":"Humor"},{"_key":"44013067794c","_type":"span","marks":[],"text":")."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"28a04938ec7e","_type":"block","children":[{"_key":"241f286d3a9b0","_type":"span","marks":[],"text":"You know exactly who to assign to a forensic audit of the budget (High "},{"_key":"2b17e5d5bc73","_type":"span","marks":["strong"],"text":"Discernment"},{"_key":"f172739b8f62","_type":"span","marks":[],"text":", High "},{"_key":"b79d51a06128","_type":"span","marks":["strong"],"text":"Conscientiousness"},{"_key":"9dbd3fd0f66a","_type":"span","marks":[],"text":")."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"025a46b85675","_type":"block","children":[{"_key":"fda546d0eaef0","_type":"span","marks":[],"text":"You know exactly who to put in charge of a vague initiative with no roadmap and no rules (High "},{"_key":"0bcd3803e8b8","_type":"span","marks":["strong"],"text":"Self-Efficacy"},{"_key":"eede64e289b3","_type":"span","marks":[],"text":", High "},{"_key":"047a842ac3a9","_type":"span","marks":["strong"],"text":"Decisiveness"},{"_key":"711cbd68e72e","_type":"span","marks":[],"text":")."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3bce5b1dc634","_type":"block","children":[{"_key":"9420848c53010","_type":"span","marks":[],"text":"You stop reacting to behaviors and start designing for them."}],"markDefs":[],"style":"normal"},{"_key":"3cd36009e60b","_type":"block","children":[{"_key":"239ce9e6ed250","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0db2b141dfda","_type":"block","children":[{"_key":"124f875d9cee","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a6fc40a8a999","_type":"block","children":[{"_key":"91dcfadba8c50","_type":"span","marks":[],"text":"The Invisible Can Be Measured"}],"markDefs":[],"style":"headline"},{"_key":"c5bc0aa7ff28","_type":"block","children":[{"_key":"7af33a231db9","_type":"span","marks":[],"text":"Some leaders try to infer these dynamics through observation over years of trial and error. But you don’t have years."}],"markDefs":[],"style":"normal"},{"_key":"733bbaff49f5","_type":"block","children":[{"_key":"85debb9b90d80","_type":"span","marks":[],"text":"There are ways to map how a team behaves when stress replaces certainty. You can choose to surface these dynamics deliberately."}],"markDefs":[],"style":"normal"},{"_key":"f2f9a16cd15f","_type":"block","children":[{"_key":"64cfa4bc59c60","_type":"span","marks":[],"text":"This is where The Attributes Assessment comes in."}],"markDefs":[],"style":"normal"},{"_key":"23bb5775d824","_type":"block","children":[{"_key":"660a5ddbd9b00","_type":"span","marks":[],"text":"You don't need to guess. You can create a manager account on "},{"_key":"660a5ddbd9b01","_type":"span","marks":["5ce1bc30320b"],"text":"The Attributes Hub"},{"_key":"660a5ddbd9b02","_type":"span","marks":[],"text":", send the assessment to your team, and get the data that explains the friction."}],"markDefs":[{"_key":"5ce1bc30320b","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"e3047897e1dc","_type":"block","children":[{"_key":"e9ece1e6dcd90","_type":"span","marks":[],"text":"It is the moment you move from guessing why things happened to predicting how they will happen."}],"markDefs":[],"style":"normal"},{"_key":"de2922279e95","_type":"block","children":[{"_key":"45411aeac4770","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6598b9994f7c","_type":"block","children":[{"_key":"d7365571b1c7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"46a434c4da9d","_type":"block","children":[{"_key":"1d7dc6dde07e0","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"d35b3229f072","_type":"block","children":[{"_key":"e7553d99b7b60","_type":"span","marks":[],"text":"You don’t lead individuals in isolation. You lead a system of behaviors—whether you can see it or not."}],"markDefs":[],"style":"normal"},{"_key":"a5907058e529","_type":"block","children":[{"_key":"d883332c16800","_type":"span","marks":[],"text":"The better you understand that system, the less you have to guess."}],"markDefs":[],"style":"normal"},{"_key":"29b4af28f407","_type":"block","children":[{"_key":"ab7844d029dd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3482b02fe0cc","_type":"contentEditorSpacer","height":100},{"_key":"2903fb4c2e5e","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"787a8ebd9b1c","_type":"block","children":[{"_key":"d76842ea6c3c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"}]},"date":"2026-02-17","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"71e7eb8f49b6","_type":"block","children":[{"_key":"fc0038638bcf","_type":"span","marks":[],"text":"Most managers believe they understand their team. You know their roles. You know their resumes. You know their sales figures or coding languages. You know who is the quiet observer and who is the life of the happy hour. On paper, the machine looks perfect. Then, something changes. A deadline compresses. A key client threatens to leave. The budget gets cut in half. Suddenly, the \"perfect\" machine starts to grind. The reliable engineer becomes explosive. The high-voltage salesperson freezes. The project manager who loves process starts rewriting the plan instead of executing it. You are surprised. You think, “This isn’t the person I hired.”\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-79d15777857c3668e22bd66eb992c0507d4a639c-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"d7c0a3ed06b5","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"ea1a5cdaaf5b","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"58346aef9d45","_ref":"28074607-abd0-4b18-aac9-1d9fa6646051","_type":"reference"}],"seo":{"_type":"seo","description":"Most managers believe they understand their team. You know their roles. You know their resumes. You know their sales figures or coding languages. You know who is the quiet observer and who is the life of the happy hour. On paper, the machine looks perfect. Then, something changes. A deadline compresses. A key client threatens to leave. The budget gets cut in half. Suddenly, the \"perfect\" machine starts to grind. The reliable engineer becomes explosive. The high-voltage salesperson freezes. The project manager who loves process starts rewriting the plan instead of executing it. You are surprised. You think, “This isn’t the person I hired.”","title":"Why You Don’t Really Know Your Team (Yet)"},"shortDesc":"Most managers believe they understand their team. You know their roles. You know their resumes. You know their sales figures or coding languages. You know who is the quiet observer and who is the life of the happy hour. On paper, the machine looks perfect. Then, something changes. A deadline compresses. A key client threatens to leave. The budget gets cut in half. Suddenly, the \"perfect\" machine starts to grind. The reliable engineer becomes explosive. The high-voltage salesperson freezes. The project manager who loves process starts rewriting the plan instead of executing it. You are surprised. You think, “This isn’t the person I hired.”","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-you-don-t-really-know-your-team-yet"},"socialSharing":{"desc":"Most managers believe they understand their team. You know their roles. You know their resumes. You know their sales figures or coding languages. You know who is the quiet observer and who is the life of the happy hour. On paper, the machine looks perfect. Then, something changes. A deadline compresses. A key client threatens to leave. The budget gets cut in half. Suddenly, the \"perfect\" machine starts to grind. The reliable engineer becomes explosive. The high-voltage salesperson freezes. The project manager who loves process starts rewriting the plan instead of executing it. You are surprised. You think, “This isn’t the person I hired.”","image":{"_type":"image","asset":{"_ref":"image-8988117c27620a6a9bcaba754804c16e271fe021-1000x667-png","_type":"reference"}},"title":"Why You Don’t Really Know Your Team (Yet)"},"title":"Why You Don’t Really Know Your Team (Yet)","top_banner":null},{"_id":"94535a92-0448-41bb-b128-e1e65f270faf","author":"Rich Diviney","content":{"_type":"contentEditor","center_content":true,"content":[{"_key":"16d0ad28aca2","_type":"block","children":[{"_key":"abb625b46068","_type":"span","marks":[],"text":""},{"_key":"4011d5c74baa","_type":"span","marks":[],"text":"Here is one of the most common lies managers tell themselves: \"I micromanage because I care about quality.\""}],"markDefs":[],"style":"normal"},{"_key":"7b78efc1d18d","_type":"block","children":[{"_key":"c2e7855fba3c0","_type":"span","marks":[],"text":"You tell yourself you just want to make sure the details are right. You tell yourself you can't afford for things to slip. You tell yourself, \"I’ve been burned before.\""}],"markDefs":[],"style":"normal"},{"_key":"69fae4eef7c2","_type":"block","children":[{"_key":"1d5f6a28179d0","_type":"span","marks":[],"text":"But let’s be honest about the diagnosis."}],"markDefs":[],"style":"normal"},{"_key":"f56c84099444","_type":"block","children":[{"_key":"c49e74f2c7bb0","_type":"span","marks":[],"text":"Micromanagement isn’t about "},{"_key":"48c28cdeb2d5","_type":"span","marks":["em"],"text":"what gets done"},{"_key":"08490c74a206","_type":"span","marks":[],"text":". It is about whether you trust "},{"_key":"dddf7b15de16","_type":"span","marks":["em"],"text":"how decisions get made"},{"_key":"a075f1363b91","_type":"span","marks":[],"text":" when you’re not in the room."}],"markDefs":[],"style":"normal"},{"_key":"8d572d07cbb0","_type":"block","children":[{"_key":"b0f80845e1e7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cae2229d906a","_type":"block","children":[{"_key":"aae3de797ef9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3c1b59521cef","_type":"block","children":[{"_key":"8d7ee958730c0","_type":"span","marks":[],"text":"The Internal Monologue"}],"markDefs":[],"style":"headline"},{"_key":"e44198c7519d","_type":"block","children":[{"_key":"60b4043c50d70","_type":"span","marks":[],"text":"If we stripped away the corporate buzzwords, the internal monologue of a chronic micromanager usually sounds like this:"}],"markDefs":[],"style":"normal"},{"_key":"2a1e3bc4e45f","_type":"block","children":[{"_key":"12885306e8f60","_type":"span","marks":[],"text":"“They’re good people... but I don’t trust how they’ll handle the pressure.”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3f4636c3b110","_type":"block","children":[{"_key":"2ac06179896d0","_type":"span","marks":[],"text":"“If I step away, they will freeze, overthink, or make the wrong call.”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6f4b161f5aef","_type":"block","children":[{"_key":"dd4ffb082f510","_type":"span","marks":[],"text":"This is the real driver. If you genuinely trusted their judgment under stress, you wouldn’t hover. You hover because you are trying to artificially manufacture certainty in an uncertain environment."}],"markDefs":[],"style":"normal"},{"_key":"85d131beb404","_type":"block","children":[{"_key":"4bbbb1188c27","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7049a379f324","_type":"block","children":[{"_key":"97c909d26268","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"01986fc96912","_type":"block","children":[{"_key":"2d36b231bcd20","_type":"span","marks":[],"text":"Why Control Feels Like the Solution"}],"markDefs":[],"style":"headline"},{"_key":"dea300817526","_type":"block","children":[{"_key":"683ffcb6e5310","_type":"span","marks":[],"text":"Micromanagement is seductive because it works—temporarily. It reduces uncertainty for you, the leader. It creates short-term predictability."}],"markDefs":[],"style":"normal"},{"_key":"542ce38aa038","_type":"block","children":[{"_key":"5fdae68b2e5b0","_type":"span","marks":[],"text":"But the cost is invisible and expensive."}],"markDefs":[],"style":"normal"},{"_key":"fe3a8b58f9e1","_type":"block","children":[{"_key":"7b36ae9390b90","_type":"span","marks":[],"text":"When you solve every problem, you transfer decision-making upward. You teach “learned helplessness.” You atrophy the team's ability to function without you."}],"markDefs":[],"style":"normal"},{"_key":"ea589c52d203","_type":"block","children":[{"_key":"b8707105e264","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c08772d6aea1","_type":"block","children":[{"_key":"a78094e3afeb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d87745f0027d","_type":"block","children":[{"_key":"8ac3fe1efbfd0","_type":"span","marks":[],"text":"The Anatomy of Trust: The Four Elements"}],"markDefs":[],"style":"headline"},{"_key":"8278bb62cb0e","_type":"block","children":[{"_key":"06b98c856eb10","_type":"span","marks":[],"text":"Most leaders misunderstand trust. They view it as a toggle switch: either I trust you, or I don’t."}],"markDefs":[],"style":"normal"},{"_key":"9efbd34cca80","_type":"block","children":[{"_key":"1f1db9ee28580","_type":"span","marks":[],"text":"In the SEAL Teams, we learned that trust is not a single element. It is a compound. If you are micromanaging, it’s not necessarily because you think your employee is dishonest or incompetent. It’s usually because one of the "},{"_key":"e733f9bd9317","_type":"span","marks":["strong"],"text":"Four Elements of Trust"},{"_key":"1b65f1a5db8b","_type":"span","marks":[],"text":" is fractured."}],"markDefs":[],"style":"normal"},{"_key":"9cf0def26ec1","_type":"block","children":[{"_key":"8ca18d72a42d0","_type":"span","marks":[],"text":"If you want to stop hovering, you have to diagnose which element is missing."}],"markDefs":[],"style":"normal"},{"_key":"efbed6897704","_type":"block","children":[{"_key":"4150dc6ca528","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"295e4bcb5c55","_type":"block","children":[{"_key":"61de7611e1090","_type":"span","marks":["strong"],"text":"1. Competency: \"I trust you to do the thing right.\""}],"markDefs":[],"style":"normal"},{"_key":"6806f46671de","_type":"block","children":[{"_key":"aba1aac1a1970","_type":"span","marks":[],"text":"This is about technical ability and execution."}],"markDefs":[],"style":"normal"},{"_key":"d500cf5288a5","_type":"block","children":[{"_key":"ac5106c6482c0","_type":"span","marks":["strong"],"text":"The Micromanagement Trap"},{"_key":"bd3c28b567db","_type":"span","marks":["strong"],"text":":"},{"_key":"64a568f653f5","_type":"span","marks":[],"text":" You know they are good people, but you don't believe they have the technical proficiency to execute the task to your standard."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"2e1ead2165dd","_type":"block","children":[{"_key":"974f2caf02320","_type":"span","marks":["strong"],"text":"The Fix"},{"_key":"b477397246a2","_type":"span","marks":["strong"],"text":":"},{"_key":"4836bbe2810e","_type":"span","marks":[],"text":" If this is the gap, \"backing off\" is negligence. You need to train them. Teach the skill, then step back"},{"_key":"b7c966fe4ddf","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"24394edc9110","_type":"block","children":[{"_key":"b0136dd60ef4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ab04f65efc60","_type":"block","children":[{"_key":"c5a36e71360d0","_type":"span","marks":["strong"],"text":"2. Consistency: \"I trust you to do the thing right over time.\""}],"markDefs":[],"style":"normal"},{"_key":"81ed9a6debfa","_type":"block","children":[{"_key":"8be749b5fc1d0","_type":"span","marks":[],"text":"This is about predictability. Can I rely on you to show up the same way every time, regardless of the stress level?"}],"markDefs":[],"style":"normal"},{"_key":"9451b1d01d74","_type":"block","children":[{"_key":"e931944fbe380","_type":"span","marks":["strong"],"text":"The Micromanagement Trap:"},{"_key":"2e0b8c592527","_type":"span","marks":[],"text":" You know they "},{"_key":"eb36afe2f037","_type":"span","marks":["em"],"text":"can"},{"_key":"b4aa1d44afaf","_type":"span","marks":[],"text":" do it (Competency), but you aren't sure they "},{"_key":"5d1f36a82468","_type":"span","marks":["em"],"text":"will"},{"_key":"547d85e66bac","_type":"span","marks":[],"text":" do it when they are tired, stressed, or bored. You micromanage to ensure discipline because you don't trust them."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d2ac69291411","_type":"block","children":[{"_key":"db24fded6f410","_type":"span","marks":["strong"],"text":"The Fix:"},{"_key":"53eeb5bc0249","_type":"span","marks":[],"text":" This is an attribute gap. You need to test them with small autonomous tasks to see if they can maintain discipline and perseverance without your oversight."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"bd1e6b7dafce","_type":"block","children":[{"_key":"421b8a4ca4f30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bc22ba05915a","_type":"block","children":[{"_key":"28b2d3756c180","_type":"span","marks":["strong"],"text":"3. Character: \"I trust you to do the right thing.\""}],"markDefs":[],"style":"normal"},{"_key":"2bd46f8d87c2","_type":"block","children":[{"_key":"288ac2d1edd10","_type":"span","marks":[],"text":"This is about alignment with values and moral courage."},{"_key":"6a36cd6d9a630","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5a30f58778e8","_type":"block","children":[{"_key":"af76986d68f50","_type":"span","marks":["strong"],"text":"The Micromanagement Trap:"},{"_key":"daa92931d4b1","_type":"span","marks":[],"text":" You check every email and sit in every meeting because you fear they will hide a mistake, cut a corner, or fail to speak truth to power."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"dec51be9d084","_type":"block","children":[{"_key":"550276d033220","_type":"span","marks":["strong"],"text":"The Fix:"},{"_key":"9d399a68fae3","_type":"span","marks":[],"text":" If this element is missing, you cannot micromanage someone into having integrity. There are only two things you can do here:"},{"_key":"9804dbec2442","_type":"span","marks":[],"text":" 1) Model the behavior you want to see, and then"},{"_key":"7b9dc278fd52","_type":"span","marks":[],"text":" 2) Reward your team when they’re showcasing that behavior. If this doesn’t create change in someone, then you may have to remove them from the team."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"329fb816a985","_type":"block","children":[{"_key":"b89144d0aa820","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7c7e0d1ae7a1","_type":"block","children":[{"_key":"414d1b01cef70","_type":"span","marks":["strong"],"text":"4. Compassion: \"I trust you to do the right thing for someone because you care about them as a human being.\""}],"markDefs":[],"style":"normal"},{"_key":"ad3cdafed88d","_type":"block","children":[{"_key":"154d003b02b00","_type":"span","marks":[],"text":"This is about benevolence and intention. Do they have the team's back?"}],"markDefs":[],"style":"normal"},{"_key":"1252f599963b","_type":"block","children":[{"_key":"bec99d4878140","_type":"span","marks":["strong"],"text":"The Micromanagement Trap:"},{"_key":"6197b24b9eed","_type":"span","marks":[],"text":" You interfere because you worry they will prioritize their own ego over the team's well-being. You don't trust their motive."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0d42433d31a9","_type":"block","children":[{"_key":"e459c81909ab0","_type":"span","marks":["strong"],"text":"The Fix:"},{"_key":"94ebce91451f","_type":"span","marks":[],"text":" Reward behaviors that prioritize the group. Highlight selflessness. If they are high on individuality or competitiveness, ensure their incentives are aligned so that their win is the team's win."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"78beb26d5fdc","_type":"block","children":[{"_key":"69c130e82f760","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c132d8607d32","_type":"block","children":[{"_key":"b5e845ca1912","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fa91e970762e","_type":"block","children":[{"_key":"c05fe3284b36","_type":"span","marks":[],"text":"The Real Diagnosis"}],"markDefs":[],"style":"headline"},{"_key":"57d54a6e841f","_type":"block","children":[{"_key":"4137696a25030","_type":"span","marks":[],"text":"When you feel the urge to micromanage, pause and ask: \""},{"_key":"ecf864b3d1da","_type":"span","marks":["strong"],"text":"Which of the four elements is failing here?"},{"_key":"1577785a8ec9","_type":"span","marks":[],"text":"\""}],"markDefs":[],"style":"normal"},{"_key":"4b2ae5398dfa","_type":"block","children":[{"_key":"1f381513b4f50","_type":"span","marks":[],"text":"Is it "},{"_key":"da3d6986223f","_type":"span","marks":["strong"],"text":"Competency"},{"_key":"c9bd507f41df","_type":"span","marks":[],"text":"? (They need training)."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"577413dd6a0c","_type":"block","children":[{"_key":"6b331952a1e20","_type":"span","marks":[],"text":"Is it "},{"_key":"08d2ced828e1","_type":"span","marks":["strong"],"text":"Consistency"},{"_key":"1d5016f833cb","_type":"span","marks":[],"text":"? (They need to build discipline)."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4645baa71fe0","_type":"block","children":[{"_key":"234d276e4a1f0","_type":"span","marks":[],"text":"Is it "},{"_key":"a97a46ab9080","_type":"span","marks":["strong"],"text":"Character"},{"_key":"5a65a324826a","_type":"span","marks":[],"text":"? (They might need to go)."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3bb64a48ead3","_type":"block","children":[{"_key":"1fa0eaa298a80","_type":"span","marks":[],"text":"Is it "},{"_key":"5547ea35a670","_type":"span","marks":["strong"],"text":"Compassion"},{"_key":"3f51f5cf90d9","_type":"span","marks":[],"text":"? (They need alignment)."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"705442fd2888","_type":"block","children":[{"_key":"9fa69c349ebb0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bdd1d11c5bac","_type":"block","children":[{"_key":"c9db5859303d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9a4f95921128","_type":"block","children":[{"_key":"0a9ae7d5d6f10","_type":"span","marks":[],"text":"The Unintended Signal"}],"markDefs":[],"style":"headline"},{"_key":"d3e991a8b90f","_type":"block","children":[{"_key":"15606f11a25d0","_type":"span","marks":[],"text":"When you micromanage, you think you are signaling \"high standards.\""}],"markDefs":[],"style":"normal"},{"_key":"f9cd2c05b9ce","_type":"block","children":[{"_key":"01464eaae23a0","_type":"span","marks":[],"text":"Your team receives a different message:"},{"_key":"3820a4eed3f70","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"59306bfd47b4","_type":"block","children":[{"_key":"2d885326868c0","_type":"span","marks":[],"text":"“I don’t trust your judgment.”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"538aefc5c011","_type":"block","children":[{"_key":"c7fac06f3af80","_type":"span","marks":[],"text":"“I don’t trust your commitment.”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"47116e0e48a9","_type":"block","children":[{"_key":"fb15cb5f94dc0","_type":"span","marks":[],"text":"The result is a feedback loop that validates your fears. Because you step in early, the team stops practicing judgment. They stop taking initiative."}],"markDefs":[],"style":"normal"},{"_key":"cf7cda59e82e","_type":"block","children":[{"_key":"92f81af640050","_type":"span","marks":[],"text":"Then, when they inevitably hesitate, you say, \"See? I "},{"_key":"f34f206738e5","_type":"span","marks":["em"],"text":"have"},{"_key":"b74ffff1d14b","_type":"span","marks":[],"text":" to be involved.\" You created the very dependency you resent."}],"markDefs":[],"style":"normal"},{"_key":"a3d2c2548945","_type":"block","children":[{"_key":"0511edf011fe0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"61f6cf789661","_type":"block","children":[{"_key":"3400a217473e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7e13655f21c8","_type":"block","children":[{"_key":"d5984251b08f0","_type":"span","marks":[],"text":"The Real Fix: Calibrate, Don’t Control"}],"markDefs":[],"style":"headline"},{"_key":"a45863b0d1c4","_type":"block","children":[{"_key":"9c2e4733c7aa0","_type":"span","marks":[],"text":"If you want to stop micromanaging, you don't just \"let go\" and hope for the best. That is negligence. You build trust across the four elements."}],"markDefs":[],"style":"normal"},{"_key":"3a21739e400c","_type":"block","children":[{"_key":"ecd0819303a50","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f1ff6fff03ad","_type":"block","children":[{"_key":"c529565832110","_type":"span","marks":["strong"],"text":"1. Define Boundaries, Not Instructions."}],"markDefs":[],"style":"normal"},{"_key":"ac4fdf084e98","_type":"block","children":[{"_key":"71a029b7a4c10","_type":"span","marks":[],"text":"Stop telling them how to drive the car; tell them where the guardrails are. Give them the \"Commander’s Intent\"—the desired end state—and let them figure out the \"how.\""}],"markDefs":[],"style":"normal"},{"_key":"4f6e0250922d","_type":"block","children":[{"_key":"caa38566469c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"56a97546af22","_type":"block","children":[{"_key":"a0d766edc0790","_type":"span","marks":["strong"],"text":"2. Debrief Decisions."}],"markDefs":[],"style":"normal"},{"_key":"abb610d719a1","_type":"block","children":[{"_key":"851d184663ed0","_type":"span","marks":[],"text":"When a mistake happens (and it will), don't take the keys back. Ask, \"What did you see? What did you think? What would you do differently?\" This builds the "},{"_key":"9ccaa99e122c","_type":"span","marks":["strong"],"text":"Consistency"},{"_key":"2743aa4fe243","_type":"span","marks":[],"text":" you are missing."}],"markDefs":[],"style":"normal"},{"_key":"3083b84528fe","_type":"block","children":[{"_key":"73964184f66d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c6be41fc9333","_type":"block","children":[{"_key":"79068353ede60","_type":"span","marks":["strong"],"text":"3. The Manager’s Question."}],"markDefs":[],"style":"normal"},{"_key":"f95963c0e5a6","_type":"block","children":[{"_key":"52fcbb8cfe730","_type":"span","marks":[],"text":"Stop asking if the task is done. Start asking yourself:"}],"markDefs":[],"style":"normal"},{"_key":"3b3f28b19768","_type":"block","children":[{"_key":"ce6d944964a60","_type":"span","marks":[],"text":"“"},{"_key":"ce5294592650","_type":"span","marks":["em"],"text":"Where specifically is trust breaking down? Is it their Competency, Consistency, Character, or Compassion?"},{"_key":"365b725b1dde","_type":"span","marks":[],"text":"”"}],"markDefs":[],"style":"normal"},{"_key":"b087563d282f","_type":"block","children":[{"_key":"5a94c023be2b0","_type":"span","marks":[],"text":"We developed the Trust Fall Assessment specifically for this purpose. It is a quick, completely anonymous diagnostic that measures the specific \"Trust Index\" of your team across the four elements. Go to "},{"_key":"5a94c023be2b1","_type":"span","marks":["dd6b5337553b"],"text":"The Attributes Hub"},{"_key":"5a94c023be2b2","_type":"span","marks":[],"text":" and create a manager’s account, send the Trust Fall Assessment to your team, and get the anonymous data that tells you why you feel the need to control everything."}],"markDefs":[{"_key":"dd6b5337553b","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"0e1f69d09e38","_type":"block","children":[{"_key":"7d139bb80a8e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b310d053e5b1","_type":"block","children":[{"_key":"be86125a8887","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cc9ee40612e9","_type":"block","children":[{"_key":"6a7c5bc8e0230","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"974d128cd819","_type":"block","children":[{"_key":"987d5659e3ee0","_type":"span","marks":[],"text":"You don’t micromanage because you care too much."}],"markDefs":[],"style":"normal"},{"_key":"bdc400640b8f","_type":"block","children":[{"_key":"f26e3f3a56f40","_type":"span","marks":[],"text":"You micromanage because you don’t yet trust what happens when you let go."}],"markDefs":[],"style":"normal"},{"_key":"b5bb6de90930","_type":"block","children":[{"_key":"b90a91c537c20","_type":"span","marks":[],"text":"Diagnose the specific element of trust that is missing, and you can finally stop doing everyone else's job."}],"markDefs":[],"style":"normal"},{"_key":"27d892d4f02b","_type":"block","children":[{"_key":"dba6763bca3d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a08df32ef0e0","_type":"contentEditorSpacer","height":100},{"_key":"bfc0e0825c56","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-02-09","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"9b2ecc925c95","_type":"block","children":[{"_key":"cd2527c7a574","_type":"span","marks":[],"text":"Here is one of the most common lies managers tell themselves: \"I micromanage because I care about quality.\" You tell yourself you just want to make sure the details are right. You tell yourself you can't afford for things to slip. You tell yourself, \"I’ve been burned before.\" But let’s be honest about the diagnosis. Micromanagement isn’t about what gets done. It is about whether you trust how decisions get made when you’re not in the room."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-5cb03e7429afc356fd73e22048c31db792724f8a-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"f27a327fb0ba","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"ef4c3499eac5","_ref":"28074607-abd0-4b18-aac9-1d9fa6646051","_type":"reference"},{"_key":"572a3014e5a5","_ref":"a84ad15f-12ef-4b0c-83ba-858dd2cbbcef","_type":"reference"}],"seo":{"_type":"seo","description":"Here is one of the most common lies managers tell themselves: \"I micromanage because I care about quality.\" You tell yourself you just want to make sure the details are right. You tell yourself you can't afford for things to slip. You tell yourself, \"I’ve been burned before.\" But let’s be honest about the diagnosis. Micromanagement isn’t about what gets done. It is about whether you trust how decisions get made when you’re not in the room.","title":"Why Micromanagement Is a Trust Problem, Not a Control Problem"},"shortDesc":"Here is one of the most common lies managers tell themselves: \"I micromanage because I care about quality.\" You tell yourself you just want to make sure the details are right. You tell yourself you can't afford for things to slip. You tell yourself, \"I’ve been burned before.\" But let’s be honest about the diagnosis. Micromanagement isn’t about what gets done. It is about whether you trust how decisions get made when you’re not in the room.","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-micromanagement-is-a-trust-problem-not-a-control-problem"},"socialSharing":{"desc":"Here is one of the most common lies managers tell themselves: \"I micromanage because I care about quality.\" You tell yourself you just want to make sure the details are right. You tell yourself you can't afford for things to slip. You tell yourself, \"I’ve been burned before.\" But let’s be honest about the diagnosis. Micromanagement isn’t about what gets done. It is about whether you trust how decisions get made when you’re not in the room.","image":{"_type":"image","asset":{"_ref":"image-318e5b28716ce00941800b388e52c1213d55028a-1000x667-png","_type":"reference"}},"title":"Why Micromanagement Is a Trust Problem, Not a Control Problem"},"title":"Why Micromanagement Is a Trust Problem, Not a Control Problem","top_banner":null},{"_id":"9872a011-dfa3-4ce5-a609-d71fe483f9be","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"06f8e2d53e11","_type":"block","children":[{"_key":"1f336625874c","_type":"span","marks":[],"text":"Compassion has become a leadership buzzword, and like most buzzwords, it’s been softened."}],"markDefs":[],"style":"normal"},{"_key":"d778aa3da0c1","_type":"block","children":[{"_key":"a844765682770","_type":"span","marks":[],"text":"Somewhere along the way, compassion got confused with accommodation. Leaders began equating empathy with reduced expectations, understanding with lowered standards, support with leniency. And while the intention was good, the outcome has been corrosive. Because when you dilute standards in the name of compassion, you don’t build trust. You fracture it."}],"markDefs":[],"style":"normal"},{"_key":"4c2f8f04c2b8","_type":"block","children":[{"_key":"1a20134106660","_type":"span","marks":[],"text":"If we break trust down to its elements—Competency, Consistency, Character, and Compassion—we see something important. Compassion does not stand alone. It does not override the others. In fact, without Consistency, compassion feels arbitrary. Without Character, it feels manipulative. And without Competency, it feels hollow."}],"markDefs":[],"style":"normal"},{"_key":"c3c531f0f069","_type":"block","children":[{"_key":"c37bd97c62ac0","_type":"span","marks":[],"text":"Compassion is not about making people comfortable. It’s about demonstrating that you see them."}],"markDefs":[],"style":"normal"},{"_key":"7efd95b53a62","_type":"block","children":[{"_key":"afa1c063fab80","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"34552cb1fe7e","_type":"block","children":[{"_key":"daf8ebf91e730","_type":"span","marks":[],"text":"Compassion Without Consistency Feels Like Favoritism"}],"markDefs":[],"style":"headline"},{"_key":"34a716334760","_type":"block","children":[{"_key":"3df7c14183e20","_type":"span","marks":[],"text":"There’s a biological reality underneath this. Humans are wired to scan for fairness and predictability. When a leader enforces standards unevenly—giving one person a pass and holding another accountable—the team doesn’t interpret that as kindness. They interpret it as instability. And instability hinders performance."}],"markDefs":[],"style":"normal"},{"_key":"b536500628d9","_type":"block","children":[{"_key":"9ec0620d5e740","_type":"span","marks":[],"text":"Now here’s the tension managers feel. The modern workforce is carrying more visible stress than ever—burnout, hybrid friction, personal strain, and constant change. Leaders want to be human about it. They should be. But being human does not mean being soft. It means being clear."}],"markDefs":[],"style":"normal"},{"_key":"882664d6b341","_type":"block","children":[{"_key":"43a537e0e78b0","_type":"span","marks":[],"text":"Real compassion sounds like this: “I understand what you’re dealing with, and while the standard still stands, let’s figure out how you can meet it.”"}],"markDefs":[],"style":"normal"},{"_key":"8b05bf727d14","_type":"block","children":[{"_key":"701e19b735d70","_type":"span","marks":[],"text":"Notice the difference. The bar doesn’t move. The pathway might."}],"markDefs":[],"style":"normal"},{"_key":"066b5355f1fd","_type":"block","children":[{"_key":"e992b1b94a490","_type":"span","marks":[],"text":"When people know the expectation is stable, their nervous system settles. Predictability creates psychological safety, not permissiveness. If I know the standard won’t change based on mood, favoritism, or pressure, I can orient myself toward it. That clarity reduces cognitive load. It frees up bandwidth."}],"markDefs":[],"style":"normal"},{"_key":"ba7b6567dd47","_type":"block","children":[{"_key":"5e317067d47e0","_type":"span","marks":[],"text":"Compassion without Consistency feels like favoritism. Consistency without Compassion feels mechanical. The balance is where trust lives."}],"markDefs":[],"style":"normal"},{"_key":"b6cc3b62cd89","_type":"block","children":[{"_key":"0a3805e299610","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"e2680c67058d","_type":"block","children":[{"_key":"c4636364c48e0","_type":"span","marks":[],"text":"Avoiding Hard Conversations Is Not Compassion"}],"markDefs":[],"style":"headline"},{"_key":"215105d7d894","_type":"block","children":[{"_key":"ab2b2940da050","_type":"span","marks":[],"text":"The mistake many leaders make is avoiding hard conversations in the name of compassion. They delay feedback. They soften language until it becomes unclear. They convince themselves they’re protecting morale. In reality, they’re increasing uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"23d2383a2278","_type":"block","children":[{"_key":"cdac97890b350","_type":"span","marks":[],"text":"Compassion, properly understood, actually demands courage."}],"markDefs":[],"style":"normal"},{"_key":"90ba55a6b647","_type":"block","children":[{"_key":"761e193a773f0","_type":"span","marks":[],"text":"It requires the willingness to look someone in the eye and tell them the truth about where they stand. It requires Character—the internal alignment to act in accordance with values even when it’s uncomfortable. It requires Consistency—the discipline to enforce standards evenly. And it requires Competency—the skill to coach someone toward improvement rather than simply criticize."}],"markDefs":[],"style":"normal"},{"_key":"9cec182be491","_type":"block","children":[{"_key":"f78bb75f0b250","_type":"span","marks":[],"text":"\n\n"}],"markDefs":[],"style":"normal"},{"_key":"2e3d7ccd3daf","_type":"block","children":[{"_key":"e128f721aad00","_type":"span","marks":[],"text":"Don’t Lower the Bar—Adjust the Approach"}],"markDefs":[],"style":"headline"},{"_key":"5ac19b5419e1","_type":"block","children":[{"_key":"d3e5a71f2fbe0","_type":"span","marks":[],"text":"In high-performing environments, compassion is not the removal of pressure. It is the intelligent management of pressure."}],"markDefs":[],"style":"normal"},{"_key":"39a355abcb29","_type":"block","children":[{"_key":"7d4e81c2deeb0","_type":"span","marks":[],"text":"Pressure reveals wiring. Some individuals respond to direct challenge. Others need processing time. Some need autonomy; others need structured guidance. Compassion means understanding how someone is wired and adjusting your approach—not adjusting the standard."}],"markDefs":[],"style":"normal"},{"_key":"9884385feb62","_type":"block","children":[{"_key":"e38a8aef347c0","_type":"span","marks":[],"text":"When leaders get this right, something powerful happens. Teams begin to experience accountability as stability, not threat. They know the rules. They know the expectations. And they know their leader sees them as humans inside those expectations."}],"markDefs":[],"style":"normal"},{"_key":"db36d7cecd3f","_type":"block","children":[{"_key":"f3b2a2376a210","_type":"span","marks":[],"text":"That combination builds durable trust."}],"markDefs":[],"style":"normal"},{"_key":"e098cf5de626","_type":"block","children":[{"_key":"bd61765be0010","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"98a6d605cc2a","_type":"block","children":[{"_key":"0135f453fb030","_type":"span","marks":[],"text":"The Standard Stands"}],"markDefs":[],"style":"headline"},{"_key":"43dc75566f50","_type":"block","children":[{"_key":"b9126e3a68c10","_type":"span","marks":[],"text":"The truth is, people don’t want leaders who protect them from reality. They want leaders who help them face reality without feeling alone in it. That’s the distinction."}],"markDefs":[],"style":"normal"},{"_key":"749e7ec42a3d","_type":"block","children":[{"_key":"2bffbd9533900","_type":"span","marks":[],"text":"Compassion says, “I see you.”\nConsistency says, “The standard stands.”\n"},{"_key":"2bffbd9533904","_type":"span","marks":[],"text":"Character says, “I won’t waver.”"},{"_key":"2bffbd9533905","_type":"span","marks":[],"text":"\nCompetency says, “I can help you get there.”"}],"markDefs":[],"style":"normal"},{"_key":"6478f14a3578","_type":"block","children":[{"_key":"52dd5d9c11400","_type":"span","marks":[],"text":"When those four align, performance rises because uncertainty drops. The team doesn’t waste energy guessing where they stand. They know."}],"markDefs":[],"style":"normal"},{"_key":"18cc892bdc61","_type":"block","children":[{"_key":"d38131ef155a0","_type":"span","marks":[],"text":"And knowing is stabilizing."}],"markDefs":[],"style":"normal"},{"_key":"3c92640717fc","_type":"block","children":[{"_key":"ba22f42d85d50","_type":"span","marks":[],"text":"So if you find yourself lowering standards in the name of compassion, pause. Ask whether you’re truly being compassionate—or whether you’re avoiding discomfort. Because in leadership, the kindest thing you can do is tell the truth clearly, hold the line steadily, and walk alongside your people as they rise to meet it."}],"markDefs":[],"style":"normal"},{"_key":"00a67933e365","_type":"block","children":[{"_key":"d1c41fcbfa250","_type":"span","marks":[],"text":"That’s not soft. That’s trust."}],"markDefs":[],"style":"normal"},{"_key":"6dceb8ca44db","_type":"block","children":[{"_key":"1c069334ba6c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"951d1eb72923","_type":"contentEditorSpacer","height":100},{"_key":"1d52cd9ec065","_type":"block","children":[{"_key":"cb8df8064acd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2146e2d2fb69","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-03-09","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"fb9d539ff3f2","_type":"block","children":[{"_key":"3e5ab0f1d367","_type":"span","marks":[],"text":"Compassion has quietly been redefined in leadership—and not in a helpful way. Too often it’s mistaken for lowering standards, avoiding hard conversations, or softening expectations. But real compassion doesn’t dilute accountability; it stabilizes it. When leaders hold the bar steady while helping people rise to meet it, trust grows instead of eroding. The difference is subtle but powerful. Read the full article to see why compassion and high standards are not opposites—and why the best leaders insist on both."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-1ab9d78661bbc00a64ffd24217d1fafa6b7daba9-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"e7f4ee527929","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"3543b58dfcd2","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"411d71a4c414","_ref":"3980426a-aa2d-4306-958f-fd14df2a5ec4","_type":"reference"}],"seo":{"_type":"seo","description":"Compassion has quietly been redefined in leadership—and not in a helpful way. Too often it’s mistaken for lowering standards, avoiding hard conversations, or softening expectations. But real compassion doesn’t dilute accountability; it stabilizes it. When leaders hold the bar steady while helping people rise to meet it, trust grows instead of eroding. The difference is subtle but powerful. Read the full article to see why compassion and high standards are not opposites—and why the best leaders insist on both.","title":"The Compassion Misconception: Why Using Compassion Doesn’t Mean Lowering Standards"},"shortDesc":"Compassion has quietly been redefined in leadership—and not in a helpful way. Too often it’s mistaken for lowering standards, avoiding hard conversations, or softening expectations. But real compassion doesn’t dilute accountability; it stabilizes it. When leaders hold the bar steady while helping people rise to meet it, trust grows instead of eroding. The difference is subtle but powerful. Read the full article to see why compassion and high standards are not opposites—and why the best leaders insist on both.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-compassion-misconception-why-using-compassion-doesn-t-mean-lowering-standards"},"socialSharing":{"desc":"Compassion has quietly been redefined in leadership—and not in a helpful way. Too often it’s mistaken for lowering standards, avoiding hard conversations, or softening expectations. But real compassion doesn’t dilute accountability; it stabilizes it. When leaders hold the bar steady while helping people rise to meet it, trust grows instead of eroding. The difference is subtle but powerful. Read the full article to see why compassion and high standards are not opposites—and why the best leaders insist on both.","image":{"_type":"image","asset":{"_ref":"image-92da0dc26d88ff662941c11fad106221874582a0-1000x667-png","_type":"reference"}},"title":"The Compassion Misconception: Why Using Compassion Doesn’t Mean Lowering Standards"},"title":"The Compassion Misconception: Why Using Compassion Doesn’t Mean Lowering Standards","top_banner":null},{"_id":"9b0c66d4-cfc6-4c84-b893-aac76a5d88bf","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"55fe0df53841","_type":"block","children":[{"_key":"ffa7b06fc5dc","_type":"span","marks":[],"text":"We have all seen this meeting:"}],"markDefs":[],"style":"normal"},{"_key":"19734fae5a19","_type":"block","children":[{"_key":"ca8002d43eef0","_type":"span","marks":[],"text":"The team is debating a complex problem. Ideas are flying. Then, the room goes silent and everyone turns to one person."}],"markDefs":[],"style":"normal"},{"_key":"88d3d6a8c08d","_type":"block","children":[{"_key":"0afa972adb7e0","_type":"span","marks":[],"text":"They wait for \"The Expert\" to speak."}],"markDefs":[],"style":"normal"},{"_key":"2cd4a3b2cdac","_type":"block","children":[{"_key":"f5f6c5b30f8d0","_type":"span","marks":[],"text":"The Expert gives the answer. The team nods. The meeting ends."}],"markDefs":[],"style":"normal"},{"_key":"ce37a82d0eb8","_type":"block","children":[{"_key":"7b089406ba600","_type":"span","marks":[],"text":"You leave thinking, \"Thank god we have them. They are brilliant.\""}],"markDefs":[],"style":"normal"},{"_key":"2f8edf42ad15","_type":"block","children":[{"_key":"76881f3146c7","_type":"span","marks":[],"text":"Here is the uncomfortable reality: That person might be your biggest bottleneck."}],"markDefs":[],"style":"normal"},{"_key":"5152c1521046","_type":"block","children":[{"_key":"050871c8b26e0","_type":"span","marks":[],"text":"By consistently being the smartest person in the room, they are inadvertently dismantling your team’s ability to think, adapt, and perform without them."}],"markDefs":[],"style":"normal"},{"_key":"84db7136a4b3","_type":"block","children":[{"_key":"7ae4d434ea400","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"e629265999b8","_type":"block","children":[{"_key":"ab1bd86951cc0","_type":"span","marks":[],"text":"The Leadership Myth We Don’t Question"}],"markDefs":[],"style":"headline"},{"_key":"6b8ce5611c17","_type":"block","children":[{"_key":"192b8e63a9a30","_type":"span","marks":[],"text":"We operate under a false assumption in business: The more capable you are, the more responsibility you should carry."}],"markDefs":[],"style":"normal"},{"_key":"7f5fcc150e72","_type":"block","children":[{"_key":"3a87419d832b0","_type":"span","marks":[],"text":"So, we take the person with the highest "},{"_key":"bdfb7beae088","_type":"span","marks":["strong"],"text":"Mental Acuity"},{"_key":"70e04e259210","_type":"span","marks":[],"text":"—the one with the fastest "},{"_key":"022dd4af1db4","_type":"span","marks":["strong"],"text":"Task Switching"},{"_key":"2cb33fc82136","_type":"span","marks":[],"text":" and highest "},{"_key":"a5ed0b6fb558","_type":"span","marks":["strong"],"text":"Learnability"},{"_key":"f600f150d650","_type":"span","marks":[],"text":"—and we put them in charge."}],"markDefs":[],"style":"normal"},{"_key":"354e893340aa","_type":"block","children":[{"_key":"1aefdff4c1710","_type":"span","marks":[],"text":"When you promote a \"Super-Doer\" who solves problems faster than anyone else, you risk creating a dynamic where the team stops solving problems. They learn to wait for the leader instead of taking action themselves."}],"markDefs":[],"style":"normal"},{"_key":"00dae0b16fba","_type":"block","children":[{"_key":"a2edd3428b4f0","_type":"span","marks":[],"text":"But leadership is not about having the answers. It is about creating conditions where answers can emerge."}],"markDefs":[],"style":"normal"},{"_key":"063ce4985b11","_type":"block","children":[{"_key":"c3c42c97462f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"10ca0e406c42","_type":"block","children":[{"_key":"7a4b68b6e7d9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1c304538ce1e","_type":"block","children":[{"_key":"beeb1a7953ff0","_type":"span","marks":[],"text":"The Bottleneck Effect"}],"markDefs":[],"style":"headline"},{"_key":"f40700756b7f","_type":"block","children":[{"_key":"cae5a2d1f9960","_type":"span","marks":[],"text":"This isn't just about speed. It is about atrophy."}],"markDefs":[],"style":"normal"},{"_key":"2eabfdbe44da","_type":"block","children":[{"_key":"0011fa31cadf0","_type":"span","marks":[],"text":"When a leader does all the thinking, they deactivate the "},{"_key":"66614453fbc9","_type":"span","marks":["strong"],"text":"Self-Efficacy"},{"_key":"a14b2270a4fe","_type":"span","marks":[],"text":" (\"A belief in one's ability to achieve a goal\") of everyone around them."}],"markDefs":[],"style":"normal"},{"_key":"fac50b347ab9","_type":"block","children":[{"_key":"5760a27b275d0","_type":"span","marks":["strong"],"text":"Decisions wait"},{"_key":"999fa663890e","_type":"span","marks":[],"text":" for approval."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"25debc3106a9","_type":"block","children":[{"_key":"af8d6a6a3b9a0","_type":"span","marks":["strong"],"text":"Initiative collapses"},{"_key":"55046d346f95","_type":"span","marks":[],"text":" because \"Management will just change it anyway.\""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6d7522500d4c","_type":"block","children":[{"_key":"3b72c51e46320","_type":"span","marks":["strong"],"text":"Talent plateaus"},{"_key":"d7bc895071e0","_type":"span","marks":[],"text":" because they aren't getting the reps in judgment."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"87b26622f93f","_type":"block","children":[{"_key":"b0dd548af15d0","_type":"span","marks":[],"text":"You didn’t just promote the wrong person; you redesigned the system around them. You built a hub-and-spoke model where the hub is overwhelmed, and the spokes are fragile."}],"markDefs":[],"style":"normal"},{"_key":"c57b4180fdb6","_type":"block","children":[{"_key":"57ac8e5613cc0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"78214878148e","_type":"block","children":[{"_key":"bd104efe24e20","_type":"span","marks":[],"text":"Why This Feels Like Good Leadership (But Isn’t)"}],"markDefs":[],"style":"headline"},{"_key":"aec56c5faf58","_type":"block","children":[{"_key":"3b32ce931a660","_type":"span","marks":[],"text":"Most bottlenecks don’t start out of ego. They start out of "},{"_key":"134a9e4b1f4f","_type":"span","marks":["strong"],"text":"Conscientiousness"},{"_key":"60aa8c2b5a4b","_type":"span","marks":[],"text":" and "},{"_key":"d9204b3e679a","_type":"span","marks":["strong"],"text":"Caring"},{"_key":"600539cee59c","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"0bfa5c73c8db","_type":"block","children":[{"_key":"325a9ce6b7790","_type":"span","marks":[],"text":"Your smartest leader steps in because:"}],"markDefs":[],"style":"normal"},{"_key":"7943cab662a2","_type":"block","children":[{"_key":"f9d7d6a46dcc","_type":"span","marks":[],"text":"They care about quality."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a31eb3e12a1c","_type":"block","children":[{"_key":"e38a829bd2c7","_type":"span","marks":[],"text":" They possess high "},{"_key":"c0fd9c638130","_type":"span","marks":["strong"],"text":"Situational Awareness"},{"_key":"740b5c4b0fc0","_type":"span","marks":[],"text":" and see risks the team misses."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0a44555e1684","_type":"block","children":[{"_key":"ae6724326ef2","_type":"span","marks":[],"text":" They have low "},{"_key":"6a8c1af4bf0c","_type":"span","marks":["strong"],"text":"Patience"},{"_key":"c9ea4d5ca329","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"01eaff0bfa23","_type":"block","children":[{"_key":"657adbb8e66d0","_type":"span","marks":[],"text":"They see the team struggling. It is painful for them to watch the struggle. So, they step in to \"save\" the moment."}],"markDefs":[],"style":"normal"},{"_key":"1e63a2f59363","_type":"block","children":[{"_key":"fdb662a066f00","_type":"span","marks":[],"text":"But in doing so, they rob the team of the struggle required to build "},{"_key":"dd11ea3cd272","_type":"span","marks":["strong"],"text":"Resilience"},{"_key":"b1cb723d59c8","_type":"span","marks":[],"text":" and "},{"_key":"3fecf281d811","_type":"span","marks":["strong"],"text":"Perseverance"},{"_key":"48b54b8f088d","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"83b509e5459f","_type":"contentEditorSpacer","height":80},{"_key":"dce807a08b75","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop The Attributes for you and your company.","linkSlug":"consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"1175a9b298a0","_type":"contentEditorSpacer","height":100},{"_key":"924aebda836e","_type":"block","children":[{"_key":"f3ea0a59b48a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a15bd0f4b176","_type":"block","children":[{"_key":"d2973ee3043b0","_type":"span","marks":[],"text":"The Real Shift: From Expert to Environment Builder"}],"markDefs":[],"style":"headline"},{"_key":"cf749a4e8db8","_type":"block","children":[{"_key":"99ef4ff64d2e","_type":"span","marks":[],"text":"The transition from individual contributor to leader requires a fundamental shift in attributes. You have to move from valuing your own "},{"_key":"e1641fede501","_type":"span","marks":["strong"],"text":"Mental Acuity"},{"_key":"2996d98c849e","_type":"span","marks":[],"text":" attributes (processing power) to valuing "},{"_key":"e48cc00b8e3c","_type":"span","marks":["strong"],"text":"Selflessness"},{"_key":"ed0e500ce276","_type":"span","marks":[],"text":" and "},{"_key":"76692181afff","_type":"span","marks":["strong"],"text":"Generosity"},{"_key":"dd933a1d2414","_type":"span","marks":[],"text":".\n"}],"markDefs":[],"style":"normal"},{"_key":"832b8ca51416","_type":"block","children":[{"_key":"0c14f6c48d8b0","_type":"span","marks":[],"text":"Leadership is not:"}],"markDefs":[],"style":"normal"},{"_key":"e9b18f465ddd","_type":"block","children":[{"_key":"d26955f8453b0","_type":"span","marks":[],"text":"Solving every problem."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a7202b9d8dba","_type":"block","children":[{"_key":"0a3d1d34ef790","_type":"span","marks":[],"text":"Being the fastest thinker."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3309fc8899e1","_type":"block","children":[{"_key":"71e9a42f417a0","_type":"span","marks":[],"text":"Being indispensable."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a5e2a264a727","_type":"block","children":[{"_key":"a80513f40c35","_type":"span","marks":[],"text":"Leadership is:"}],"markDefs":[],"style":"normal"},{"_key":"aea915145046","_type":"block","children":[{"_key":"9898ca11521e0","_type":"span","marks":[],"text":"Making thinking safe."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0fb4fcbc7ca9","_type":"block","children":[{"_key":"d3aadec68aa60","_type":"span","marks":[],"text":"Letting others struggle productively."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9d809bf44d05","_type":"block","children":[{"_key":"f44c6f078dd30","_type":"span","marks":[],"text":"Creating space for judgment to develop."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"66dae5fd4d8a","_type":"block","children":[{"_key":"713204167a7e0","_type":"span","marks":[],"text":"\n\nLead with Curiosity"}],"markDefs":[],"style":"headline"},{"_key":"a5b789f32ef1","_type":"block","children":[{"_key":"043b781889cf0","_type":"span","marks":[],"text":"A true leader relies on Curiosity (\"The desire to learn or know more about something or someone\")."}],"markDefs":[],"style":"normal"},{"_key":"a1646d7e6ea8","_type":"block","children":[{"_key":"8c6188f4ca4d0","_type":"span","marks":[],"text":"Instead of providing the answer, they ask the question that sparks the team’s thinking. They trade the dopamine hit of being \"the knower\" for the patience of being the learner. They don't guide the team by explaining; they guide the team by inquiring."}],"markDefs":[],"style":"normal"},{"_key":"df1b4affbf32","_type":"block","children":[{"_key":"38f730cf58c40","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"edc85aae1d90","_type":"block","children":[{"_key":"784c3e6ff58a0","_type":"span","marks":[],"text":"What To Do As The “Smartest” Leader"}],"markDefs":[],"style":"headline"},{"_key":"1c3509a4ec67","_type":"block","children":[{"_key":"1558e44f460e0","_type":"span","marks":[],"text":"If you are the \"smartest\" leader, you need to deliberately slow down your own processing to let the team catch up."}],"markDefs":[],"style":"normal"},{"_key":"ab0f3f742bb6","_type":"block","children":[{"_key":"7dba1d325a1a0","_type":"span","marks":["strong"],"text":"Delay your answer"},{"_key":"0bdc333a2bfc","_type":"span","marks":[],"text":". Even if you know the solution in the first 30 seconds, sit on it. Ask, \"What do you all think?\" This will not only allow others to solve (and therefore own that solution), but it’s often the case that someone will come up with a way better idea than the one you had in your head."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"cc4f26c7fa48","_type":"block","children":[{"_key":"f42d69055ef10","_type":"span","marks":["strong"],"text":"Reward the logic, not just the result"},{"_key":"c9ddf78b9b53","_type":"span","marks":[],"text":". When someone makes a decision, debrief their thinking process. This builds Decisiveness in them."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"27f91fdadf85","_type":"block","children":[{"_key":"27e349663b610","_type":"span","marks":["strong"],"text":"Define Commander’s Intent"},{"_key":"cdcc0886c6cf","_type":"span","marks":[],"text":". Tell them "},{"_key":"8753b78982fb","_type":"span","marks":["em"],"text":"what"},{"_key":"80aa5aa88926","_type":"span","marks":[],"text":" needs to be done and "},{"_key":"0412f8ca4963","_type":"span","marks":["em"],"text":"why"},{"_key":"034f513602c7","_type":"span","marks":[],"text":", but keep yourself from telling them "},{"_key":"37b19dde222a","_type":"span","marks":["em"],"text":"how"},{"_key":"74901b1d3ab6","_type":"span","marks":[],"text":"."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6ff3d1e7f651","_type":"block","children":[{"_key":"d0989103f06f0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"f72b8a227bac","_type":"block","children":[{"_key":"588d4b91d4360","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"3aeecbe40667","_type":"block","children":[{"_key":"17ef0ab3c2b30","_type":"span","marks":[],"text":"If you do your job correctly as a leader, you eventually work yourself out of a job. You create a team that can run without you and, in many cases, outrun you. That is the goal of any great leader."}],"markDefs":[],"style":"normal"},{"_key":"2af11b5e55e2","_type":"block","children":[{"_key":"08dc8f5081dc0","_type":"span","marks":[],"text":"If your team cannot move without you, that is not leadership. That is dependency."}],"markDefs":[],"style":"normal"},{"_key":"124f172fdb4d","_type":"block","children":[{"_key":"2b4e8da806630","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"922a0dd0773a","_type":"contentEditorSpacer","height":100},{"_key":"69f2fa67ae80","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-03-02","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"647c875ba49f","_type":"block","children":[{"_key":"582eb7846e8d","_type":"span","marks":[],"text":"In many teams, the moment decisions get hard, everyone turns to “The Expert.” It feels like leadership. It feels like safety. But it can quietly train the room to stop thinking. When the smartest leader becomes the default answer, the team’s judgment, initiative, and resilience begin to atrophy. If your team can’t move without you, that’s not leadership—it’s dependency. Read the full article to see how to shift from expert to environment builder."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-39d6053ced6e68d5c47aa7437f5f53efff9f8f73-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"d9627b9f7183","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"7cb82af21b1f","_ref":"3980426a-aa2d-4306-958f-fd14df2a5ec4","_type":"reference"},{"_key":"0244a70993cd","_ref":"5ee23c7c-f022-45da-b956-479eb0c92667","_type":"reference"}],"seo":{"_type":"seo","description":"In many teams, the moment decisions get hard, everyone turns to “The Expert.” It feels like leadership. It feels like safety. But it can quietly train the room to stop thinking. When the smartest leader becomes the default answer, the team’s judgment, initiative, and resilience begin to atrophy. If your team can’t move without you, that’s not leadership—it’s dependency. Read the full article to see how to shift from expert to environment builder.","title":"Why Your Smartest Leader Might Be Slowing the Team Down"},"shortDesc":"In many teams, the moment decisions get hard, everyone turns to “The Expert.” It feels like leadership. It feels like safety. But it can quietly train the room to stop thinking. When the smartest leader becomes the default answer, the team’s judgment, initiative, and resilience begin to atrophy. If your team can’t move without you, that’s not leadership—it’s dependency. Read the full article to see how to shift from expert to environment builder.\n","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-your-smartest-leader-might-be-slowing-the-team-down"},"socialSharing":{"desc":"In many teams, the moment decisions get hard, everyone turns to “The Expert.” It feels like leadership. It feels like safety. But it can quietly train the room to stop thinking. When the smartest leader becomes the default answer, the team’s judgment, initiative, and resilience begin to atrophy. If your team can’t move without you, that’s not leadership—it’s dependency. Read the full article to see how to shift from expert to environment builder.","image":{"_type":"image","asset":{"_ref":"image-7eaaf522bfa32fd1a6048b6a0b32d7503c4e0182-1000x667-png","_type":"reference"}},"title":"Why Your Smartest Leader Might Be Slowing the Team Down"},"title":"Why Your Smartest Leader Might Be Slowing the Team Down","top_banner":null},{"_id":"a7e29eda-9a53-420d-b6a3-3986c2eba404","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"59a066de4593","_type":"block","children":[{"_key":"4c2677a063c9","_type":"span","marks":["strong"],"text":"Personality vs. Attributes: Understanding the Difference"}],"markDefs":[],"style":"headline"},{"_key":"373bff8c2fda","_type":"block","children":[{"_key":"356f7de110e90","_type":"span","marks":[],"text":"When we think about how we engage with the world, "},{"_key":"f16e1de10c3d","_type":"span","marks":["strong"],"text":"personality"},{"_key":"af7b9be56499","_type":"span","marks":[],"text":" and "},{"_key":"91b73b63d8e8","_type":"span","marks":["strong"],"text":"attributes"},{"_key":"210736f18653","_type":"span","marks":[],"text":" are two key components that shape our behavior. While they might seem similar, they are fundamentally different."}],"markDefs":[],"style":"normal"},{"_key":"8ed496b1bb26","_type":"block","children":[{"_key":"defe8d49c3cc0","_type":"span","marks":[],"text":"Most people utilize "},{"_key":"1ea27f217faa","_type":"span","marks":["strong"],"text":"personality tests"},{"_key":"06323110891b","_type":"span","marks":[],"text":" like the Myers-Briggs Type Indicator (MBTI) to understand themselves. These tools certainly provide insights into "},{"_key":"b0a8db328d04","_type":"span","marks":["strong"],"text":"how we think, communicate, and engage socially"},{"_key":"fea37e212f98","_type":"span","marks":[],"text":"—but they don’t tell us something far more important:"}],"markDefs":[],"style":"normal"},{"_key":"0b7ea233379e","_type":"block","children":[{"_key":"83909fb8d3ec","_type":"span","marks":["strong"],"text":"How do we perform when things get tough?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1652cd7780d6","_type":"block","children":[{"_key":"076c6c6c824d0","_type":"span","marks":["strong"],"text":"How do we respond to stress, pressure, and uncertainty?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"6b78a6314e4d","_type":"block","children":[{"_key":"58991ba4cb38","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0c7d093b9cb6","_type":"block","children":[{"_key":"0a0f72c4819b","_type":"span","marks":[],"text":"That’s where "},{"_key":"d42474a6f890","_type":"span","marks":["strong"],"text":"attributes"},{"_key":"d07699490d93","_type":"span","marks":[],"text":" come in."}],"markDefs":[],"style":"normal"},{"_key":"4c077cebf699","_type":"block","children":[{"_key":"945f69ae5405","_type":"span","marks":[],"text":"To put it simply:"}],"markDefs":[],"style":"normal"},{"_key":"993488241d9e","_type":"block","children":[{"_key":"5f076d3534280","_type":"span","marks":["strong"],"text":"Personality"},{"_key":"9d9e3f34183a","_type":"span","marks":[],"text":" is about "},{"_key":"7e62885f2fbd","_type":"span","marks":["strong"],"text":"who we are in stable conditions"},{"_key":"dd46f515d670","_type":"span","marks":[],"text":"—our preferences, social tendencies, and habitual ways of interacting with others. MBTI and similar tools categorize people into types based on traits like "},{"_key":"b4126c1d3ce0","_type":"span","marks":["strong"],"text":"introversion vs. extroversion"},{"_key":"8514479ac5c7","_type":"span","marks":[],"text":" or "},{"_key":"beea49d27eb2","_type":"span","marks":["strong"],"text":"thinking vs. feeling."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fc5611ed1091","_type":"block","children":[{"_key":"6771a9307346","_type":"span","marks":["strong"],"text":"Attributes"},{"_key":"aa895c332db8","_type":"span","marks":[],"text":" define "},{"_key":"f77741bedfd7","_type":"span","marks":["strong"],"text":"how we perform all the time, but especially under stress, uncertainty, and challenge."},{"_key":"22a1ec1ed1e1","_type":"span","marks":[],"text":" They are the deeper, often unconscious qualities that determine how we respond when things don’t go as planned or when we’re pushed to our limits."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"66f5b6726c9c","_type":"block","children":[{"_key":"fa2d2ce724170","_type":"span","marks":[],"text":"Think of it this way:"},{"_key":"a15ec1c049560","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d90caa4d8735","_type":"block","children":[{"_key":"eff2be6df9520","_type":"span","marks":["strong"],"text":"Personality is how you organize your schedule; attributes show how you respond when everything goes off-track."}],"markDefs":[],"style":"normal"},{"_key":"7e16a504e1ad","_type":"block","children":[{"_key":"6b55c696ac180","_type":"span","marks":[],"text":"And when it comes to "},{"_key":"73e24e272fb3","_type":"span","marks":["strong"],"text":"real-world success"},{"_key":"1649ecc5a19c","_type":"span","marks":[],"text":", attributes—like "},{"_key":"216665422792","_type":"span","marks":["strong"],"text":"adaptability, resilience, and courage"},{"_key":"2d3a92f57950","_type":"span","marks":[],"text":"—are what truly define how you "},{"_key":"b45a57931b59","_type":"span","marks":["strong"],"text":"navigate challenges and thrive under pressure."}],"markDefs":[],"style":"normal"},{"_key":"5cbd383c74ae","_type":"block","children":[{"_key":"1ab956bf9c43","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"64ab6a2333f3","_type":"block","children":[{"_key":"a80db64c92ef","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7b493dcc8656","_type":"block","children":[{"_key":"a087ddf666ef","_type":"span","marks":["strong"],"text":"Why The Attributes Assessment Goes Deeper Than Personality Tests"}],"markDefs":[],"style":"headline"},{"_key":"2f4de3dda0ac","_type":"block","children":[{"_key":"e155af9e1f30","_type":"span","marks":[],"text":"Personality tests like MBTI focus on "},{"_key":"a2a61e33d2bd","_type":"span","marks":["strong"],"text":"who you are on an average day, when things are predictable."},{"_key":"f112136cb2a5","_type":"span","marks":[],"text":" But life isn’t predictable. Stress, chaos, and setbacks happen. And when they do, "},{"_key":"31121df62f81","_type":"span","marks":["strong"],"text":"personality doesn’t drive how you’ll handle it"},{"_key":"f6609d337bd5","_type":"span","marks":[],"text":"—your attributes do.\n"}],"markDefs":[],"style":"normal"},{"_key":"53ff2f04e2e6","_type":"block","children":[{"_key":"90f3d6870c180","_type":"span","marks":[],"text":"Let’s break it down:"}],"markDefs":[],"style":"normal"},{"_key":"772b4be6e674","_type":"customImage","alt":";","image":{"_type":"image","asset":{"_ref":"image-bcea561a699060478b058806617b99f19bc77057-2180x1548-png","_type":"reference"}}},{"_key":"bccd3292aedf","_type":"block","children":[{"_key":"d664f3741087","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ec9b844e1e4c","_type":"block","children":[{"_key":"2b25333bf17b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9fd646e5c264","_type":"block","children":[{"_key":"baca969b3ad6","_type":"span","marks":["strong"],"text":"Why This Matters for Real-Life Performance"}],"markDefs":[],"style":"headline"},{"_key":"8d8e20037d84","_type":"block","children":[{"_key":"15c20214ef1e","_type":"span","marks":[],"text":"Imagine two people who both score as "},{"_key":"7b95f4bd9981","_type":"span","marks":["strong"],"text":"extrovert"},{"_key":"eea5baad5761","_type":"span","marks":[],"text":"s on the MBTI. "}],"markDefs":[],"style":"normal"},{"_key":"5f3ec2d8b2a1","_type":"block","children":[{"_key":"f30001528543","_type":"span","marks":[],"text":"One is adaptable, thrives under pressure, and pushes through obstacles. The other crumbles when things don’t go as planned. The MBTI would tell you they’re both the same because they prefer social interaction, but The Attributes Assessment would reveal how they actually handle challenges—and give them a roadmap to improve where needed."}],"markDefs":[],"style":"normal"},{"_key":"5233f0fe68a0","_type":"block","children":[{"_key":"5fa34ead47b10","_type":"span","marks":[],"text":"If you’re hiring for a high-stakes role, building a resilient team, or simply trying to "},{"_key":"6458fbf7652b","_type":"span","marks":["strong"],"text":"develop yourself in a meaningful way"},{"_key":"6466097bed37","_type":"span","marks":[],"text":", you need more than a personality snapshot—you need "},{"_key":"82c92653799d","_type":"span","marks":["strong"],"text":"insight into performance potential."}],"markDefs":[],"style":"normal"},{"_key":"be19ac85e6fc","_type":"block","children":[{"_key":"e7dde51d93d30","_type":"span","marks":[],"text":"Personality tests are great, we can take you further."},{"_key":"644227dfa2730","_type":"span","marks":[],"text":""},{"_key":"1544725ba277","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6e15807c8396","_type":"block","children":[{"_key":"4e915f4239e10","_type":"span","marks":[],"text":"MBTI or other personality tests are great tools for "},{"_key":"4938b19fb26c","_type":"span","marks":["strong"],"text":"understanding how you prefer to interact"},{"_key":"e8271a3568e2","_type":"span","marks":[],"text":" with the world. But The Attributes Assessment goes further—it helps you "},{"_key":"09e0055300ab","_type":"span","marks":["strong"],"text":"understand how you actually perform"},{"_key":"ecb1a92bcd73","_type":"span","marks":[],"text":" and "},{"_key":"1ec2a45c00e1","_type":"span","marks":["strong"],"text":"how to improve."}],"markDefs":[],"style":"normal"},{"_key":"fd6cce522831","_type":"block","children":[{"_key":"4c7827fe91de0","_type":"span","marks":[],"text":"So, if you want to "},{"_key":"7250235ee285","_type":"span","marks":["strong"],"text":"level up"},{"_key":"35776fb2ca36","_type":"span","marks":[],"text":", optimize your team, or become more adaptable, resilient, and high-performing—"},{"_key":"1d50131addb5","_type":"span","marks":["strong"],"text":"it’s time to go beyond personality."}],"markDefs":[],"style":"normal"},{"_key":"495e39a67a76","_type":"block","children":[{"_key":"35d9e295ce0d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5b80a3cbb342","_type":"block","children":[{"_key":"b1add4bd66fb0","_type":"span","marks":[],"text":"Take "},{"_key":"9d6976059d37","_type":"span","marks":["9a413baed3f4"],"text":"The Attributes Assessment"},{"_key":"b03ae4a4211a","_type":"span","marks":[],"text":""},{"_key":"ee7ef1193cc4","_type":"span","marks":[],"text":" and see what you’re truly made of."}],"markDefs":[{"_key":"9a413baed3f4","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"}]},"date":"2025-03-14","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"ab72e8729fcd","_type":"block","children":[{"_key":"6a943b0a0101","_type":"span","marks":[],"text":"When we think about how we engage with the world, personality and attributes are two key components that shape our behavior. While they might seem similar, they are fundamentally different. Most people utilize personality tests like the Myers-Briggs Type Indicator (MBTI), 16 Personalities, Enneagram, or other tests, to understand themselves. These tools certainly provide insights into how we think, communicate, and engage socially—but they don’t tell us something far more important: How do we perform when things get tough? How do we respond to stress, pressure, and uncertainty? That’s where attributes come in."}],"markDefs":[],"style":"normal"}]},"featuredBlog":true,"hero_image":{"_type":"image","asset":{"_ref":"image-823d81c201086aaad04e2babc9e40c35bfa46d34-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"8a46d52e3e4a","_ref":"033609b5-e530-4c62-818a-365f7b18a559","_type":"reference"},{"_key":"eb325569d102","_ref":"23045ff1-ef57-4935-a8ab-2b0de6a1c023","_type":"reference"},{"_key":"26343664fc5d","_ref":"cc3ef746-3022-4271-b987-623ad1e0ff4a","_type":"reference"}],"seo":{"_type":"seo","description":"When we think about how we engage with the world, personality and attributes are two key components that shape our behavior. While they might seem similar, they are fundamentally different. Most people utilize personality tests like the Myers-Briggs Type Indicator (MBTI) or 16 Personalities to understand themselves. These tools certainly provide insights into how we think, communicate, and engage socially—but they don’t tell us something far more important: How do we perform when things get tough? How do we respond to stress, pressure, and uncertainty? That’s where attributes come in.","title":"Beyond Personality: Why Attributes Matter More"},"shortDesc":"When we think about how we engage with the world, personality and attributes are two key components that shape our behaviour. While they might seem similar, they are fundamentally different. Most people utilize personality tests like the Myers-Briggs Type Indicator (MBTI), 16 Personalities, Enneagram, or other tests, to understand themselves. These tools certainly provide insights into how we think, communicate, and engage socially—but they don’t tell us something far more important: How do we perform when things get tough? How do we respond to stress, pressure, and uncertainty? That’s where attributes come in.","showAssessmentTool":null,"slug":{"_type":"slug","current":"beyond-personality-why-attributes-matter-more"},"socialSharing":{"desc":"When we think about how we engage with the world, personality and attributes are two key components that shape our behavior. While they might seem similar, they are fundamentally different. Most people utilize personality tests like the Myers-Briggs Type Indicator (MBTI) or 16 Personalities to understand themselves. These tools certainly provide insights into how we think, communicate, and engage socially—but they don’t tell us something far more important: How do we perform when things get tough? How do we respond to stress, pressure, and uncertainty? That’s where attributes come in.","image":{"_type":"image","asset":{"_ref":"image-2f1ccb48e50c04b2ee6aac744a7cf8690223c00a-3000x2001-png","_type":"reference"}},"title":"Beyond Personality: Why Attributes Matter More"},"title":"Beyond Personality: Why Attributes Matter More","top_banner":{"center_content":";","left_content":";","link":";","right_content":";"}},{"_id":"a84ad15f-12ef-4b0c-83ba-858dd2cbbcef","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"f50974e96a6f","_type":"block","children":[{"_key":"c4ecc3e99d1e","_type":"span","marks":[],"text":"One of the most common mistakes I see inside organizations is the assumption that great performance equals great leadership."}],"markDefs":[],"style":"normal"},{"_key":"02d1c084658b","_type":"block","children":[{"_key":"c7de90dfdb1a0","_type":"span","marks":[],"text":"You have a standout performer. They execute consistently. They move fast. They know the job inside and out. So when a leadership role opens up, they’re first in line."}],"markDefs":[],"style":"normal"},{"_key":"26fc58e40370","_type":"block","children":[{"_key":"8b466d23eac90","_type":"span","marks":[],"text":"And why not? They’ve earned it. They deserve it."}],"markDefs":[],"style":"normal"},{"_key":"d606c23373a5","_type":"block","children":[{"_key":"f129c2bed4bc0","_type":"span","marks":[],"text":"But then it doesn’t go as expected. The team starts to fray. Trust erodes. Initiative disappears. People disengage—but quietly, because the new boss is “too good” at the job to question."}],"markDefs":[],"style":"normal"},{"_key":"405c3314ffb1","_type":"block","children":[{"_key":"2291fa969aba0","_type":"span","marks":[],"text":"What just happened?"}],"markDefs":[],"style":"normal"},{"_key":"d638caeff539","_type":"block","children":[{"_key":"81cd82d1f3570","_type":"span","marks":[],"text":"You promoted a great operator without evaluating for leadership."}],"markDefs":[],"style":"normal"},{"_key":"1bb76658499c","_type":"block","children":[{"_key":"5839cfe68d9b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c9079b8c907a","_type":"block","children":[{"_key":"2fe61550a52e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5276b738c7e8","_type":"block","children":[{"_key":"47d8b55b4b640","_type":"span","marks":[],"text":"The Shift from Me to We"}],"markDefs":[],"style":"headline"},{"_key":"5e7dd8149cfb","_type":"block","children":[{"_key":"958cfc5b2f90","_type":"span","marks":[],"text":"In the SEAL Teams, we distinguish between being an “operator” and being a leader."}],"markDefs":[],"style":"normal"},{"_key":"cc19b28d4351","_type":"block","children":[{"_key":"28e2ca45a5a70","_type":"span","marks":[],"text":"Operators are elite performers. They execute with precision and drive. They handle their business. But leadership requires a completely different lens."}],"markDefs":[],"style":"normal"},{"_key":"20dc4e43a0cc","_type":"block","children":[{"_key":"ac88148fc6b70","_type":"span","marks":[],"text":"Operators think:"},{"_key":"7cbd7fa81dad","_type":"span","marks":["em"],"text":" What do I need to do?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b4128a939087","_type":"block","children":[{"_key":"9743c87468310","_type":"span","marks":[],"text":"Leaders think: "},{"_key":"bb1c304ca06c","_type":"span","marks":["em"],"text":"What does my team need to thrive?"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b6fe8f7ec64b","_type":"block","children":[{"_key":"080a9f11ab480","_type":"span","marks":[],"text":"That shift—from "},{"_key":"b103918a7baa","_type":"span","marks":["em"],"text":"me"},{"_key":"9c1476c99086","_type":"span","marks":[],"text":" to "},{"_key":"acd709b0cbb9","_type":"span","marks":["em"],"text":"we"},{"_key":"3aca486c5b7f","_type":"span","marks":[],"text":"—is everything."}],"markDefs":[],"style":"normal"},{"_key":"b5669d9f5ae3","_type":"block","children":[{"_key":"aa449340a6620","_type":"span","marks":[],"text":"Because leadership is not about the self, leadership is about the team."}],"markDefs":[],"style":"normal"},{"_key":"d2da2be55ea5","_type":"block","children":[{"_key":"5f4ee8b65d28","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b2b28c5d46b1","_type":"block","children":[{"_key":"8407702947c5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4c81944e7592","_type":"block","children":[{"_key":"21619d67a4b30","_type":"span","marks":[],"text":"The Blind Spots of the \"Operator\""}],"markDefs":[],"style":"headline"},{"_key":"550056167735","_type":"block","children":[{"_key":"9e55cd13dd050","_type":"span","marks":[],"text":"Friction usually occurs because the attributes required to "},{"_key":"4e65acff86eb","_type":"span","marks":["em"],"text":"do"},{"_key":"c655f455e6c6","_type":"span","marks":[],"text":" the work are fundamentally different from the attributes required to "},{"_key":"07a0b92b9b5b","_type":"span","marks":["em"],"text":"support"},{"_key":"f5eb0aad1559","_type":"span","marks":[],"text":" the people doing the work."}],"markDefs":[],"style":"normal"},{"_key":"bcd00a16cb3d","_type":"block","children":[{"_key":"0dbd1ec7d43b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"66d82c369a2f","_type":"block","children":[{"_key":"0ce2f33fa8f3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"16fab1debe16","_type":"block","children":[{"_key":"0c6441eb304f","_type":"span","marks":["strong"],"text":"1. The Patience Gap"}],"markDefs":[],"style":"normal"},{"_key":"d5d827d37085","_type":"block","children":[{"_key":"93a770977532","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"430c0dfda44d","_type":"block","children":[{"_key":"04ffb3e111540","_type":"span","marks":[],"text":"Top performers often score high on Mental Acuity attributes such as "},{"_key":"aad57a008006","_type":"span","marks":["strong"],"text":"Task Switching"},{"_key":"f2126df8d4d5","_type":"span","marks":[],"text":" and "},{"_key":"aa1bb7dfad63","_type":"span","marks":["strong"],"text":"Learnability"},{"_key":"0a83d36a7cc7","_type":"span","marks":[],"text":". They process fast. When they become leaders, they often have low "},{"_key":"9189d3b83bc0","_type":"span","marks":["strong"],"text":"patience"},{"_key":"fa12ac394d7e","_type":"span","marks":[],"text":". They cannot understand why their team doesn’t “just get it.” This leads to micromanagement.\n"}],"markDefs":[],"style":"normal"},{"_key":"ec029a9ef379","_type":"block","children":[{"_key":"1eacd79b6bfc","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8a28ca332eed","_type":"block","children":[{"_key":"a44845dd623b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7fb897808d87","_type":"block","children":[{"_key":"432d9860106c","_type":"span","marks":["strong"],"text":"2. The Empathy Deficit"},{"_key":"d20702ba6c91","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"1c979c84707a","_type":"block","children":[{"_key":"03d0adee77780","_type":"span","marks":[],"text":"To drive relentless personal results, you sometimes have to shut out the noise of how everyone else is feeling. But a leader operates on "},{"_key":"77ac70c317df","_type":"span","marks":["strong"],"text":"Empathy"},{"_key":"c8b5b9837722","_type":"span","marks":[],"text":". If your new manager scores low here, they will view their team’s struggles as excuses rather than problems to be solved. They will optimize for efficiency and destroy morale.\n"}],"markDefs":[],"style":"normal"},{"_key":"bec96dd80d43","_type":"block","children":[{"_key":"feb75021f535","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0ff2318bb1db","_type":"block","children":[{"_key":"d828d7786a8a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4a3ef890e044","_type":"block","children":[{"_key":"18837043063f","_type":"span","marks":["strong"],"text":"3. The Accountability Trap"},{"_key":"0e4c93b21958","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"fe848e6cf41c","_type":"block","children":[{"_key":"d8ed169ca32e0","_type":"span","marks":[],"text":"High performers usually have sky-high "},{"_key":"1fbba9a0a7bd","_type":"span","marks":["strong"],"text":"Accountability "},{"_key":"bab57542784f","_type":"span","marks":[],"text":"for their own output. But leadership requires expanding that ownership to things you didn’t touch. If they also run low on "},{"_key":"6e19d7512994","_type":"span","marks":["strong"],"text":"Humility"},{"_key":"28c3820591de","_type":"span","marks":[],"text":", they may struggle to accept that a failure on their team is ultimately a failure of their leadership, not just the employee’s execution."}],"markDefs":[],"style":"normal"},{"_key":"2974267aff1b","_type":"contentEditorSpacer","height":80},{"_key":"cc05f8a7a1db","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop The Attributes for you and your company.","linkSlug":"consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"85be4c614a0f","_type":"contentEditorSpacer","height":100},{"_key":"fea66a009e58","_type":"block","children":[{"_key":"7223d4f3662f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5465e02c445f","_type":"block","children":[{"_key":"86c8530425e1","_type":"span","marks":[],"text":"Stop Promoting Based on Stats"}],"markDefs":[],"style":"headline"},{"_key":"16844c792394","_type":"block","children":[{"_key":"5cbea4fe29a00","_type":"span","marks":[],"text":"If you are a leader or an HR professional, you need to change the criteria for the leadership track."}],"markDefs":[],"style":"normal"},{"_key":"ee39ed6e0955","_type":"block","children":[{"_key":"6e7bb52fd3500","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"afff51c308b6","_type":"block","children":[{"_key":"b1f5cae2cf7a","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b9cf5a434b75","_type":"block","children":[{"_key":"36620be66aba0","_type":"span","marks":["strong"],"text":"1. Separate Performance from Potential"}],"markDefs":[],"style":"normal"},{"_key":"113a775c84ec","_type":"block","children":[{"_key":"1070a4b525fb0","_type":"span","marks":[],"text":"Performance is what they did yesterday (Skill + Effort). Potential is who they are (Attributes). Do not confuse the two. You can be a mediocre "},{"_key":"e3eaceb50ddf","_type":"span","marks":["em"],"text":"salesperson "},{"_key":"ed95709c8e5a","_type":"span","marks":[],"text":"but possess the "},{"_key":"9e3d9921b4cf","_type":"span","marks":["strong"],"text":"Empathy"},{"_key":"254d00c33866","_type":"span","marks":[],"text":", "},{"_key":"9aece3887cff","_type":"span","marks":["strong"],"text":"Humility"},{"_key":"3cba225c11de","_type":"span","marks":[],"text":", and "},{"_key":"3d883feb7d89","_type":"span","marks":["strong"],"text":"Selflessness "},{"_key":"bd21a36cbeb8","_type":"span","marks":[],"text":"to be an incredible sales "},{"_key":"ac3e3e3d4b55","_type":"span","marks":["em"],"text":"manager"},{"_key":"94b58a820088","_type":"span","marks":[],"text":". Conversely, your top salesperson might be best served by remaining an individual contributor with a higher salary rather than accepting a title that requires them to manage people."}],"markDefs":[],"style":"normal"},{"_key":"6bd10fd13435","_type":"block","children":[{"_key":"c92b91a976cf0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8c3217981761","_type":"block","children":[{"_key":"7597c2d59ccd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5488957e2398","_type":"block","children":[{"_key":"59030709b6a90","_type":"span","marks":["strong"],"text":"2. Audit the Attributes"}],"markDefs":[],"style":"normal"},{"_key":"4a40b33e3fa1","_type":"block","children":[{"_key":"96a4d328d5000","_type":"span","marks":[],"text":"Before you promote, look at the profile. If a candidate is high in "},{"_key":"bf8d5cce40c2","_type":"span","marks":["strong"],"text":"Competitiveness "},{"_key":"c08b69eabcd4","_type":"span","marks":[],"text":"but low in "},{"_key":"70db12086d84","_type":"span","marks":["strong"],"text":"Selflessness "},{"_key":"6a2539aa5025","_type":"span","marks":[],"text":"and "},{"_key":"1cb4559a2228","_type":"span","marks":["strong"],"text":"Empathy"},{"_key":"db70b94c9a22","_type":"span","marks":[],"text":", you are taking a massive risk. This doesn't mean they can't lead, but it does mean they will have to invest significant energy to lead well. They will need coaching to understand that their \"go-to\" behaviors are no longer the solution."}],"markDefs":[],"style":"normal"},{"_key":"6bda5572a643","_type":"block","children":[{"_key":"88387ea2e8770","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0bea8fa51fd8","_type":"block","children":[{"_key":"adf6abe021da","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fff0fe199914","_type":"block","children":[{"_key":"262c4bd05cad0","_type":"span","marks":["strong"],"text":"3. Spot the Connectors"}],"markDefs":[],"style":"normal"},{"_key":"e3f13de4d168","_type":"block","children":[{"_key":"4e131f8f1f850","_type":"span","marks":[],"text":"Pay attention to the people who naturally elevate those around them. Who makes space for quieter voices in meetings? Who explains things twice without frustration? Who maintains steady energy when the team hits friction? Attributes such as Collaboration, Patience, and Emotional Awareness often appear here. These are your unsung leaders—the ones already shaping culture through behavior, not authority. Start recognizing that as leadership."}],"markDefs":[],"style":"normal"},{"_key":"e6ab0702e746","_type":"block","children":[{"_key":"b180a6bbe6940","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"06854104549a","_type":"block","children":[{"_key":"66175037c5d50","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d48cf3586e97","_type":"block","children":[{"_key":"265e9807df150","_type":"span","marks":[],"text":"The Bottom Line"}],"markDefs":[],"style":"headline"},{"_key":"139d50527f23","_type":"block","children":[{"_key":"02f8729a34470","_type":"span","marks":[],"text":"Your best performer might be your worst leader—"},{"_key":"7d991a82e907","_type":"span","marks":["em"],"text":"if "},{"_key":"7b6a79e21915","_type":"span","marks":[],"text":"you confuse outputs with outcomes."}],"markDefs":[],"style":"normal"},{"_key":"3658bbe2cfed","_type":"block","children":[{"_key":"d6a6343e24ed","_type":"span","marks":[],"text":"We reward the \"what\" (results) and ignore the \"how\" (behaviors). As you build your leadership bench, remember: The goal of a leader is not to be the smartest person in the room. The goal of a leader is to build a room where others can be smart."}],"markDefs":[],"style":"normal"},{"_key":"0d6976c3e0bc","_type":"block","children":[{"_key":"500172a699870","_type":"span","marks":[],"text":"Hire and promote for the human, not just the stats."}],"markDefs":[],"style":"normal"},{"_key":"7595b9c8632b","_type":"contentEditorSpacer","height":100},{"_key":"df72ba748c37","_type":"block","children":[{"_key":"efafe903188f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"971b57d2054c","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2026-01-26","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"7b153bc81f28","_type":"block","children":[{"_key":"d0b7ac592755","_type":"span","marks":[],"text":"One of the most common mistakes I see inside organizations is the assumption that great performance equals great leadership. You have a standout performer. They execute consistently. They move fast. They know the job inside and out. So when a leadership role opens up, they’re first in line. And why not? They’ve earned it. They deserve it. But then it doesn’t go as expected…"}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-3533bb90df1427f8548f76615a1f93b205669347-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"acb726003f2e","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"},{"_key":"0dff0860ee95","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"},{"_key":"653c163f354a","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"}],"seo":{"_type":"seo","description":"One of the most common mistakes I see inside organizations is the assumption that great performance equals great leadership. You have a standout performer. They execute consistently. They move fast. They know the job inside and out. So when a leadership role opens up, they’re first in line. And why not? They’ve earned it. They deserve it. But then it doesn’t go as expected…","title":"Why Your Best Performer Might Be Your Worst Leader"},"shortDesc":"One of the most common mistakes I see inside organizations is the assumption that great performance equals great leadership. You have a standout performer. They execute consistently. They move fast. They know the job inside and out. So when a leadership role opens up, they’re first in line. And why not? They’ve earned it. They deserve it. But then it doesn’t go as expected…","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-your-best-performer-might-be-your-worst-leader"},"socialSharing":{"desc":"One of the most common mistakes I see inside organizations is the assumption that great performance equals great leadership. You have a standout performer. They execute consistently. They move fast. They know the job inside and out. So when a leadership role opens up, they’re first in line. And why not? They’ve earned it. They deserve it. But then it doesn’t go as expected…","image":{"_type":"image","asset":{"_ref":"image-7432e3dff6222bb4285dc12e7f38875f9885bfcf-1000x667-png","_type":"reference"}},"title":"Why Your Best Performer Might Be Your Worst Leader"},"title":"Why Your Best Performer Might Be Your Worst Leader","top_banner":null},{"_id":"ae980ad8-f82b-4900-8e31-f4cdd4be36b6","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"07d8e9d5d12d","_type":"block","children":[{"_key":"874e2354fd77","_type":"span","marks":[],"text":"The Visibility Bias in Leadership"}],"markDefs":[],"style":"headline"},{"_key":"95b1947db37d","_type":"block","children":[{"_key":"38ea4fad15290","_type":"span","marks":[],"text":"In many organizations, visibility often becomes the proxy for engagement. The people who speak early in meetings, promote their ideas with confidence, and comfortably take up space in the room are often perceived as the most committed and ambitious. Meanwhile, the quieter individuals — the ones who listen longer than they speak, contribute selectively, and rarely draw attention to themselves — can easily be labeled as passive, disengaged, or lacking drive."}],"markDefs":[],"style":"normal"},{"_key":"d7aca5f4912d","_type":"block","children":[{"_key":"a7cc8e8d9cf20","_type":"span","marks":[],"text":"But that interpretation often reveals more about how leaders read behavior than about the person they are observing."}],"markDefs":[],"style":"normal"},{"_key":"bb07d03318f3","_type":"block","children":[{"_key":"5d996595b5dd0","_type":"span","marks":[],"text":"When we examine performance through the lens of attributes, what appears to be disengagement is frequently something else entirely: a combination of "},{"_key":"6ab7fdc36651","_type":"span","marks":["strong"],"text":"high humility"},{"_key":"17862b12701b","_type":"span","marks":[],"text":", "},{"_key":"fd752f18f149","_type":"span","marks":["strong"],"text":"lower individuality"},{"_key":"e830a9b4284d","_type":"span","marks":[],"text":", and sometimes "},{"_key":"e3d7c13794ff","_type":"span","marks":["strong"],"text":"lower extraversion"},{"_key":"0a20b403eeeb","_type":"span","marks":[],"text":". When those attributes stack together, the outward behavior can look quiet or understated, even when the individual is deeply engaged."}],"markDefs":[],"style":"normal"},{"_key":"9a05eb14fb5b","_type":"block","children":[{"_key":"d912571b9c5f0","_type":"span","marks":[],"text":"Understanding that difference matters because misreading it can lead leaders to undervalue some of the most thoughtful and reliable contributors on their teams."}],"markDefs":[],"style":"normal"},{"_key":"59618c8ccd0a","_type":"block","children":[{"_key":"0b3c1b0aff720","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"56d8e1d25ae5","_type":"block","children":[{"_key":"baf7144642e60","_type":"span","marks":[],"text":"What Humility Actually Means"}],"markDefs":[],"style":"headline"},{"_key":"aa7588efc7a7","_type":"block","children":[{"_key":"71235a48181e0","_type":"span","marks":[],"text":"Humility is often misunderstood. Many people equate it with modesty, self-effacement, or reluctance to speak up. In the attributes framework, however, humility has a much more precise meaning."}],"markDefs":[],"style":"normal"},{"_key":"151717e3bebe","_type":"block","children":[{"_key":"03e2d9cbbeb70","_type":"span","marks":[],"text":"Humility is "},{"_key":"39805b0589a7","_type":"span","marks":["strong"],"text":"the ability to be self-aware and honest about one’s strengths and weaknesses"},{"_key":"e7fa7d5a18aa","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"0fdd4864e901","_type":"block","children":[{"_key":"91fa72cc5aa40","_type":"span","marks":[],"text":"Individuals high in humility tend to have an accurate understanding of what they do well and where they need help. Because of that self-awareness, they often feel less need to prove themselves publicly. They are comfortable acknowledging limitations and equally comfortable letting the work — rather than their self-promotion — demonstrate their strengths."}],"markDefs":[],"style":"normal"},{"_key":"33cf53ab03e8","_type":"block","children":[{"_key":"963c8d6691860","_type":"span","marks":[],"text":"This wiring can be incredibly stabilizing on teams. Highly humble individuals tend to be open to feedback, willing to collaborate, and less driven by ego."}],"markDefs":[],"style":"normal"},{"_key":"77a5074b77c6","_type":"block","children":[{"_key":"6efadbb8d8ea0","_type":"span","marks":[],"text":"However, because they do not naturally amplify their accomplishments, their engagement can be overlooked in environments that reward visible self-advocacy."}],"markDefs":[],"style":"normal"},{"_key":"8a475b49b436","_type":"block","children":[{"_key":"01e00b3bf9e70","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"4e9694f7dd5d","_type":"block","children":[{"_key":"d6d93fedd8a40","_type":"span","marks":[],"text":"The Attribute Formerly Known as Narcissism"}],"markDefs":[],"style":"headline"},{"_key":"bc009da9be4e","_type":"block","children":[{"_key":"f478ac4e24180","_type":"span","marks":[],"text":"The second attribute at play is "},{"_key":"2c506bea72a4","_type":"span","marks":["strong"],"text":"individuality"},{"_key":"d49806be73ea","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"1ee87f70d1b7","_type":"block","children":[{"_key":"40976b4ebfda0","_type":"span","marks":[],"text":"Earlier versions of the attribute framework used the term "},{"_key":"827d7c37e2f8","_type":"span","marks":["em"],"text":"narcissism"},{"_key":"1e09ab6ac2c7","_type":"span","marks":[],"text":" for this attribute. Over time, that label created confusion because people immediately associated it with pathological narcissism. That was never the intention. The attribute was always meant to describe something far simpler: the natural desire to be recognized as unique and special."}],"markDefs":[],"style":"normal"},{"_key":"5fc18a036c9f","_type":"block","children":[{"_key":"c77ea135ccce0","_type":"span","marks":[],"text":"For that reason, the attribute was renamed "},{"_key":"1872028beecc","_type":"span","marks":["strong"],"text":"individuality"},{"_key":"dd57924095df","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"5f88518e72e8","_type":"block","children":[{"_key":"e18160f72ea40","_type":"span","marks":[],"text":"Individuality describes the extent to which someone wants to stand out and be acknowledged for their distinct qualities and contributions. People higher in individuality are more comfortable stepping forward, asserting ownership of ideas, and seeking recognition for their work."}],"markDefs":[],"style":"normal"},{"_key":"73067fbcadb5","_type":"block","children":[{"_key":"81f5a9f7287f0","_type":"span","marks":[],"text":"But someone "},{"_key":"9c78fa651526","_type":"span","marks":["strong"],"text":"lower in individuality"},{"_key":"33ea675dcbc2","_type":"span","marks":[],"text":" simply does not feel the same internal pull to distinguish themselves from the group. They may contribute equally valuable ideas and results, but they do not feel the same need to spotlight those contributions."}],"markDefs":[],"style":"normal"},{"_key":"68f4f040ca9a","_type":"block","children":[{"_key":"a973fb27b3ea0","_type":"span","marks":[],"text":"When lower individuality combines with high humility, the result is often a professional who contributes meaningfully but rarely advertises it."}],"markDefs":[],"style":"normal"},{"_key":"ee69ed6f9f47","_type":"block","children":[{"_key":"d4a2a136528c0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"8eaee3693dab","_type":"block","children":[{"_key":"4ea3bf73824e0","_type":"span","marks":[],"text":"The Role of Extraversion"}],"markDefs":[],"style":"headline"},{"_key":"c442f213b012","_type":"block","children":[{"_key":"916ae57a4ab50","_type":"span","marks":[],"text":"A third attribute that can shape how engagement is expressed is "},{"_key":"0a834f7e4c9b","_type":"span","marks":["strong"],"text":"extraversion"},{"_key":"e6599850777c","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"dea168f2aeb2","_type":"block","children":[{"_key":"cbb1b27619730","_type":"span","marks":[],"text":"Extraversion refers to "},{"_key":"fd3681c3c778","_type":"span","marks":["strong"],"text":"being predominantly wired to obtain energy from larger groups of people and external social stimuli"},{"_key":"63b56fd19fbc","_type":"span","marks":[],"text":". Individuals high in extraversion often think out loud, engage quickly in discussions, and gain energy from collaborative environments."}],"markDefs":[],"style":"normal"},{"_key":"a25898198d55","_type":"block","children":[{"_key":"fd63e37292380","_type":"span","marks":[],"text":"Individuals "},{"_key":"17c7cd6d49a1","_type":"span","marks":["strong"],"text":"lower in extraversion"},{"_key":"ec5602ac5793","_type":"span","marks":[],"text":", on the other hand, tend to recharge through quieter settings and internal processing. They may prefer time to think before contributing, and they often choose their moments to speak rather than filling conversational space."}],"markDefs":[],"style":"normal"},{"_key":"00bdf07939c7","_type":"block","children":[{"_key":"d3a34d561da00","_type":"span","marks":[],"text":"This does not mean they lack ideas or commitment. It simply means their cognitive process is more reflective than immediate."}],"markDefs":[],"style":"normal"},{"_key":"f7a6e41f6952","_type":"block","children":[{"_key":"53bbc1529c480","_type":"span","marks":[],"text":"When lower extraversion combines with high humility and lower individuality, the resulting behavior can appear especially quiet in group settings. But again, quiet does not equal disengaged."}],"markDefs":[],"style":"normal"},{"_key":"d56c5fdeb1dc","_type":"block","children":[{"_key":"61af9ee2ed7a0","_type":"span","marks":[],"text":"It simply reflects a different internal energy system."}],"markDefs":[],"style":"normal"},{"_key":"32058c152d1b","_type":"block","children":[{"_key":"8d7d78da437d0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"09c6236fc0d6","_type":"block","children":[{"_key":"515394cdd3750","_type":"span","marks":[],"text":"The Risk of Rewarding Visibility Over Contribution"}],"markDefs":[],"style":"headline"},{"_key":"a5364aa9490a","_type":"block","children":[{"_key":"b4b0199c4d390","_type":"span","marks":[],"text":"The leadership risk here is subtle but significant. If visibility becomes the main indicator of engagement, leaders start unintentionally rewarding those who are most comfortable projecting themselves."}],"markDefs":[],"style":"normal"},{"_key":"2e15f3c23aa4","_type":"block","children":[{"_key":"f1f45cc72ef90","_type":"span","marks":[],"text":"Over time, this creates a distorted signal inside the organization. The loudest voices gain more attention, influence, and opportunity, while quieter contributors receive less recognition — not because they are less engaged, but because their wiring does not naturally push them toward the spotlight."}],"markDefs":[],"style":"normal"},{"_key":"4ff042021d6e","_type":"block","children":[{"_key":"cbcd0626cd1e0","_type":"span","marks":[],"text":"Eventually, managers begin to assume that the most vocal individuals are the most invested."}],"markDefs":[],"style":"normal"},{"_key":"acdd82321009","_type":"block","children":[{"_key":"d1c19f605db00","_type":"span","marks":[],"text":"But contribution and volume are not the same thing."}],"markDefs":[],"style":"normal"},{"_key":"f4cc97dcc84a","_type":"block","children":[{"_key":"c803760d40270","_type":"span","marks":[],"text":"Many highly humble professionals with lower individuality and lower extraversion express their engagement through preparation, thoughtfulness, and reliable execution rather than airtime."}],"markDefs":[],"style":"normal"},{"_key":"851e236af225","_type":"block","children":[{"_key":"3deb7e83d6f60","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"67a379ff32f1","_type":"block","children":[{"_key":"bc77f5c13cf20","_type":"span","marks":[],"text":"What Leaders Should Look For Instead"}],"markDefs":[],"style":"headline"},{"_key":"d573fc53a0d4","_type":"block","children":[{"_key":"128510d792440","_type":"span","marks":[],"text":"For managers, the key shift is learning to separate behavioral style from contribution."}],"markDefs":[],"style":"normal"},{"_key":"19684a504264","_type":"block","children":[{"_key":"8344b57d887a0","_type":"span","marks":[],"text":"If someone is quiet in meetings, the question should not immediately be whether they are disengaged. A more productive question is how that individual naturally contributes. People wired lower in extraversion often think before they speak, and those high in humility may not feel compelled to promote their own work. Someone lower in individuality may not seek recognition even when their contribution is substantial."}],"markDefs":[],"style":"normal"},{"_key":"188d4411767e","_type":"block","children":[{"_key":"1fe06ef4d4320","_type":"span","marks":[],"text":"None of this indicates a lack of commitment."}],"markDefs":[],"style":"normal"},{"_key":"8808624aab5e","_type":"block","children":[{"_key":"7c4e7516e73f0","_type":"span","marks":[],"text":"Leaders can create space for these individuals by broadening the ways contribution is surfaced. Invite perspectives before meetings, follow up afterward, and focus attention on outcomes rather than airtime. When managers learn to read the work instead of the volume, they begin to see engagement that might otherwise remain invisible."}],"markDefs":[],"style":"normal"},{"_key":"5e89fef6d23e","_type":"block","children":[{"_key":"80c6a346c4b40","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"f3ad248b0eb1","_type":"block","children":[{"_key":"f2e8cb21301b0","_type":"span","marks":[],"text":"The Leadership Shift: Reading the Wiring"}],"markDefs":[],"style":"headline"},{"_key":"23f8ad98aaee","_type":"block","children":[{"_key":"b9f60251c59e0","_type":"span","marks":[],"text":"Leadership becomes more accurate when we stop interpreting behavior purely at the surface level. Attributes operate beneath visible actions, shaping how people express effort, ambition, and participation."}],"markDefs":[],"style":"normal"},{"_key":"033c8d7f8cf5","_type":"block","children":[{"_key":"3b824ab9a840","_type":"span","marks":[],"text":"A combination of "},{"_key":"b7f81f12bcfd","_type":"span","marks":["strong"],"text":"high humility"},{"_key":"9517fbca2900","_type":"span","marks":[],"text":", "},{"_key":"fe2a0be77661","_type":"span","marks":["strong"],"text":"lower individuality"},{"_key":"7df62a0a58cc","_type":"span","marks":[],"text":", and "},{"_key":"2fe8feb59bc4","_type":"span","marks":["strong"],"text":"lower extraversion"},{"_key":"4308d1d86149","_type":"span","marks":[],"text":" can produce professionals who contribute steadily without drawing attention to themselves. In the right environment, this wiring creates thoughtful teammates, grounded collaborators, and leaders who place the mission above personal recognition."}],"markDefs":[],"style":"normal"},{"_key":"9fd688e89fec","_type":"block","children":[{"_key":"3d2310814c1a0","_type":"span","marks":[],"text":"But if leaders only reward visibility, they will miss those people."}],"markDefs":[],"style":"normal"},{"_key":"52e860d99f05","_type":"block","children":[{"_key":"b9f23c4ca0420","_type":"span","marks":[],"text":"And the cost of that mistake is not just mislabeling someone’s engagement. It overlooks the quiet contributors who are often doing far more for the team than their volume suggests."}],"markDefs":[],"style":"normal"},{"_key":"d6054061d02d","_type":"block","children":[{"_key":"98fb6c1334ee","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"25834fa5eddb","_type":"block","children":[{"_key":"6c49c73ff84f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"833b0bdd8a3e","_type":"contentEditorSpacer","height":100},{"_key":"f1726159c8ac","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"},{"_key":"7b6a662a7c2b","_type":"block","children":[{"_key":"cd2643cbe0b60","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2026-03-30","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"b4755e9bda57","_type":"block","children":[{"_key":"d3dab1ded52e","_type":"span","marks":[],"text":"In many organizations, the loudest voices get labeled as the most engaged. And that assumption quietly distorts how leaders evaluate performance. Some of the most committed contributors don’t speak first—or often. They think, prepare, and execute without drawing attention to themselves. When leaders mistake visibility for engagement, they risk overlooking real value. The issue isn’t effort—it’s how that effort shows up. Read the full article to understand the wiring behind quiet performers—and how to lead them better."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-6efdb772efaa5cd04a207e4dd67f3b97df312cd0-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"4d338b6d9d65","_ref":"0f036f08-6eac-410c-848b-c12e750df25b","_type":"reference"},{"_key":"97dcf405b6c1","_ref":"28074607-abd0-4b18-aac9-1d9fa6646051","_type":"reference"},{"_key":"1554f886c598","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"}],"seo":{"_type":"seo","description":"In many organizations, the loudest voices get labeled as the most engaged. And that assumption quietly distorts how leaders evaluate performance. Some of the most committed contributors don’t speak first—or often. They think, prepare, and execute without drawing attention to themselves. When leaders mistake visibility for engagement, they risk overlooking real value. The issue isn’t effort—it’s how that effort shows up. Read the full article to understand the wiring behind quiet performers—and how to lead them better.","title":"Quiet Doesn’t Mean Disengaged: The Attribute Mistake Leaders Keep Making"},"shortDesc":"In many organizations, the loudest voices get labeled as the most engaged. And that assumption quietly distorts how leaders evaluate performance. Some of the most committed contributors don’t speak first—or often. They think, prepare, and execute without drawing attention to themselves. When leaders mistake visibility for engagement, they risk overlooking real value. The issue isn’t effort—it’s how that effort shows up. Read the full article to understand the wiring behind quiet performers—and how to lead them better.","showAssessmentTool":null,"slug":{"_type":"slug","current":"quiet-doesn-t-mean-disengaged-the-attribute-mistake-leaders-keep-making"},"socialSharing":{"desc":"In many organizations, the loudest voices get labeled as the most engaged. And that assumption quietly distorts how leaders evaluate performance. Some of the most committed contributors don’t speak first—or often. They think, prepare, and execute without drawing attention to themselves. When leaders mistake visibility for engagement, they risk overlooking real value. The issue isn’t effort—it’s how that effort shows up. Read the full article to understand the wiring behind quiet performers—and how to lead them better.","image":{"_type":"image","asset":{"_ref":"image-f06bae5687300a71dbc0ffc3036bceb022d1024d-1000x667-png","_type":"reference"}},"title":"Quiet Doesn’t Mean Disengaged: The Attribute Mistake Leaders Keep Making"},"title":"Quiet Doesn’t Mean Disengaged: The Attribute Mistake Leaders Keep Making","top_banner":null},{"_id":"b391e8fa-8694-4ccb-a1c5-8228c333b15a","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"4ac8dc16f0d1","_type":"block","children":[{"_key":"31eff6530592","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"7cc5caeb8a77","_type":"span","marks":["em","0e09a3e56a2e"],"text":"here"},{"_key":"9189fcb54c4b","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"0e09a3e56a2e","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"17ec53edafc1","_type":"block","children":[{"_key":"ce9c308bfbda","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0f42ff3e1dbb","_type":"block","children":[{"_key":"2473333ac815","_type":"span","marks":["em"],"text":"Watch out for that person, they have an ego."}],"markDefs":[],"style":"normal"},{"_key":"6ff7f9b1427a","_type":"block","children":[{"_key":"2802233f41e3","_type":"span","marks":[],"text":"People say this kind of thing all the time. They use the word ego to express that someone is self-absorbed or even arrogant."}],"markDefs":[],"style":"normal"},{"_key":"2b1c2081bb02","_type":"block","children":[{"_key":"b0a21a11eca3","_type":"span","marks":[],"text":"It is absolutely true that being self-absorbed is a bad thing."}],"markDefs":[],"style":"normal"},{"_key":"3ac30b4acd19","_type":"block","children":[{"_key":"381f6356dc720","_type":"span","marks":[],"text":"But the ego has an unduly bad rap, and this is a problem."}],"markDefs":[],"style":"normal"},{"_key":"b14a5e7a5805","_type":"block","children":[{"_key":"588f4e85aa320","_type":"span","marks":[],"text":"Here’s why:"}],"markDefs":[],"style":"normal"},{"_key":"08dfa1319f28","_type":"block","children":[{"_key":"ef46fac06d290","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"53481d740263","_type":"block","children":[{"_key":"a71d42ec24a5","_type":"span","marks":["strong"],"text":"Your ego is you"}],"markDefs":[],"style":"normal"},{"_key":"7772263e346e","_type":"block","children":[{"_key":"bfbb2e6486390","_type":"span","marks":[],"text":"The real meaning of ego is your sense of self. It’s the knowledge you have of who you are."}],"markDefs":[],"style":"normal"},{"_key":"35d38956fdef","_type":"block","children":[{"_key":"e3b05fc1b84a0","_type":"span","marks":[],"text":"“Ego” actually comes from the Latin word for “I.” Throughout history, philosophers have often used the word to describe self-awareness. It didn’t start meaning arrogance or self-aggrandizement until some started using the word that way and it stuck."}],"markDefs":[],"style":"normal"},{"_key":"b80573ce5fb5","_type":"block","children":[{"_key":"f975e87de30f0","_type":"span","marks":[],"text":"To get back to ego’s important origins, think of yourself like an iceberg. The part above the surface that people can see is your behavior. But there is so much underneath the surface that plays a role in that behavior: your attributes, values, beliefs, and perceptions."}],"markDefs":[],"style":"normal"},{"_key":"dafb2d27384e","_type":"block","children":[{"_key":"0bf5c7bc22bd0","_type":"span","marks":[],"text":"Developing your ego (your sense of self) means getting to know these various components of yourself and how they all fit together. It means figuring out who you are."}],"markDefs":[],"style":"normal"},{"_key":"28070e2761ba","_type":"block","children":[{"_key":"c3a92854f3210","_type":"span","marks":[],"text":"When you do this, you experience greater clarity, ease, and power in the face of life’s challenges."}],"markDefs":[],"style":"normal"},{"_key":"8f7e1f515abb","_type":"block","children":[{"_key":"d0bc496f9a4b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"016894cfdda3","_type":"block","children":[{"_key":"1b2de3e7f18e","_type":"span","marks":["strong"],"text":"Clarity, fluidity, power"}],"markDefs":[],"style":"normal"},{"_key":"4b98a61077ce","_type":"block","children":[{"_key":"9a34142f465f0","_type":"span","marks":[],"text":"Ego increases clarity. The better you know the various components under the surface, the better you understand your performance in setting and achieving goals."}],"markDefs":[],"style":"normal"},{"_key":"3955caeb3107","_type":"block","children":[{"_key":"919a77eb736c0","_type":"span","marks":[],"text":"Ego also increases fluidity because self-exploration reduces friction between your various parts. Tension between two values, for example, can resolve upon examination. The better you make sense of what’s under the surface, the more naturally you behave the way you want."}],"markDefs":[],"style":"normal"},{"_key":"b6138ed5b7f7","_type":"block","children":[{"_key":"83deefe88be20","_type":"span","marks":[],"text":"Ego also empowers you to act. This is because having greater knowledge about yourself breeds confidence - which supercharges the energy you have available for the pursuit of your goals."}],"markDefs":[],"style":"normal"},{"_key":"4f39f830b5b3","_type":"block","children":[{"_key":"8d1d4aba14d30","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2ffa4631dbd2","_type":"block","children":[{"_key":"4351fb447797","_type":"span","marks":["strong"],"text":"How to develop your sense of self"}],"markDefs":[],"style":"normal"},{"_key":"8687beefb0a0","_type":"block","children":[{"_key":"d5b56b99aa3d0","_type":"span","marks":[],"text":"The key to deepening your relationship with your ego is building a habit of introspection."}],"markDefs":[],"style":"normal"},{"_key":"43c15940eb3b","_type":"block","children":[{"_key":"f9e175cb2f1c0","_type":"span","marks":[],"text":"This means looking under the surface and evaluating your attributes, values, beliefs, feelings, and perceptions to increase your understanding of who you are."}],"markDefs":[],"style":"normal"},{"_key":"20423e7aa5dc","_type":"block","children":[{"_key":"4252307d42cf0","_type":"span","marks":[],"text":"And it means doing this continually. If you only introspect once, you risk boxing yourself in and getting stuck with an outdated self-image. Instead, make introspection a habit, and revise your ideas about who you are over time."}],"markDefs":[],"style":"normal"},{"_key":"ed4ad5b810bb","_type":"block","children":[{"_key":"cd76ba3f66840","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1d9d1478b0fd","_type":"block","children":[{"_key":"1f564977ee46","_type":"span","marks":["strong"],"text":"Your team has an ego too"}],"markDefs":[],"style":"normal"},{"_key":"c8245af40ab4","_type":"block","children":[{"_key":"d4a2e8730e390","_type":"span","marks":[],"text":"Teams that regularly introspect and form shared ideas about who they are have a greater ability to work together and excel in a complex world."}],"markDefs":[],"style":"normal"},{"_key":"8cd1f6897c16","_type":"block","children":[{"_key":"0302caaadec10","_type":"span","marks":[],"text":"It’s important to be in ongoing conversation about two things:"}],"markDefs":[],"style":"normal"},{"_key":"08aebb6a21f9","_type":"block","children":[{"_key":"5976c17b04490","_type":"span","marks":[],"text":"The team’s shared norms, values, and vision. When everyone contributes to and understands the bigger vision, it empowers the team to work more efficiently."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d3608ea69b50","_type":"block","children":[{"_key":"8c651ad5d79f0","_type":"span","marks":[],"text":"The attributes of individual team members. When everyone learns about their teammates innate qualities, they can more easily complement, support, and trust one another."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"9b6dec2c289d","_type":"block","children":[{"_key":"07338a8158770","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"85751ac9f842","_type":"block","children":[{"_key":"352e333a65e6","_type":"span","marks":["strong"],"text":"Embrace ego"}],"markDefs":[],"style":"normal"},{"_key":"0d9b548bd53d","_type":"block","children":[{"_key":"54e99f263add0","_type":"span","marks":[],"text":"Ego matters. A lot. It gets a bad rap, but that’s a negative connotation draped over what is, at root, one of the most important abilities we have as a species: to understand who we are."}],"markDefs":[],"style":"normal"},{"_key":"d97c9ef21b8d","_type":"block","children":[{"_key":"7b0fb302d5d90","_type":"span","marks":[],"text":"It matters for you as an individual and it matters for the performance of your team."}],"markDefs":[],"style":"normal"},{"_key":"adc98b74d14b","_type":"block","children":[{"_key":"65c5096b7d220","_type":"span","marks":[],"text":"So take a long, ongoing look under the surface. Learn who you are. Don’t stop learning and re-learning it."}],"markDefs":[],"style":"normal"},{"_key":"eb7c9c3686e9","_type":"block","children":[{"_key":"32f9fb3b4da50","_type":"span","marks":[],"text":"Know yourself. Know your ego. Become a more powerful you.\n"}],"markDefs":[],"style":"normal"},{"_key":"f9f15dea7b8f","_type":"block","children":[{"_key":"2963fb49a822","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9ba0524e03dd","_type":"contentEditorSpacer","height":100},{"_key":"3cb18ee10134","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-01-24","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"316fe46e8a5c","_type":"block","children":[{"_key":"cd756c303f28","_type":"span","marks":[],"text":"People use the word ego to express that someone is self-absorbed or even arrogant. It is absolutely true that being self-absorbed is a bad thing. But the ego has an unduly bad rap, and this is a problem."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-de4803c3ff78b616a48cd6c762db99cc94f55057-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"c88c27d966a4","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"},{"_key":"6b7c662aad47","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"},{"_key":"e80c30dc04e1","_ref":"d933af46-14a0-4a0e-9bcf-e645a266e6a7","_type":"reference"}],"seo":{"_type":"seo","description":"Discover the true meaning of ego and how understanding it can empower you and your team to optimize performance. Learn more!","title":"Understand Ego: Why It’s Misunderstood & Essential for Growth"},"shortDesc":"People use the word ego to express that someone is self-absorbed or even arrogant. It is absolutely true that being self-absorbed is a bad thing. But the ego has an unduly bad rap, and this is a problem.","showAssessmentTool":false,"slug":{"_type":"slug","current":"ego-gets-a-bad-rap-but-it-shouldnt"},"socialSharing":{"desc":"People use the word ego to express that someone is self-absorbed or even arrogant. It is absolutely true that being self-absorbed is a bad thing. But the ego has an unduly bad rap, and this is a problem.","image":{"_type":"image","asset":{"_ref":"image-065ac9150b3fbd138b9fdb5550b23fe9bcc0a360-2000x1334-png","_type":"reference"}},"title":"Ego Gets a Bad Rap, But It Shouldn’t. Here’s Why."},"title":"Ego Gets a Bad Rap, But It Shouldn’t. Here’s Why.","top_banner":null},{"_id":"b4af596c-941e-4bd2-abdc-9de7d6da6af8","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a234a66cd647","_type":"block","children":[{"_key":"68d6207d6d02","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"048046e1eb12","_type":"span","marks":["em","b51002820cd7"],"text":"here"},{"_key":"6ac642d39343","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"b51002820cd7","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"b58e7412a374","_type":"block","children":[{"_key":"89d994127af7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cf3a0be65a88","_type":"block","children":[{"_key":"6c2cb40e809e","_type":"span","marks":[],"text":"During Navy SEAL or any military training, you learn how to patrol, which means walking in a line towards a target. The formation involves a point man in the front and rear security in the back. The rear security’s job is to make sure the group isn’t being followed and the way out is clear. He does this by occasionally pausing to look back behind the group."}],"markDefs":[]},{"_key":"ae7f56bc1a35","_type":"block","children":[{"_key":"296a8ee98602","_type":"span","marks":[],"text":"One of the key rules for rear security is that when he looks back, he must come to a complete stop. He can’t keep stepping forward while looking back or walk backwards. The reason is simple, if he does that on the battlefield, he risks tripping, and his gun could go off, or worse. So, in training if the instructors see this, everyone gets "},{"_key":"4a0529c6c0851","_type":"span","marks":["em"],"text":"hammered"},{"_key":"4a0529c6c0852","_type":"span","marks":[],"text":"."}],"markDefs":[]},{"_key":"a942216f29cc","_type":"block","children":[{"_key":"33016b62711b","_type":"span","marks":[],"text":"The bottom line is that it is extremely dangerous—potentially catastrophic—for rear security to try to walk forward and look back at the same time."}],"markDefs":[],"style":"normal"},{"_key":"6000de981d94","_type":"block","children":[{"_key":"ed15f3a96777","_type":"span","marks":[],"text":"Your life is exactly the same."}],"markDefs":[],"style":"normal"},{"_key":"4ce51f4257ee","_type":"block","children":[{"_key":"43201d1a6094","_type":"span","marks":[],"text":"Looking back is crucial. But if you do it wrong, you put yourself at risk."}],"markDefs":[],"style":"normal"},{"_key":"007d85c8e2fe","_type":"block","children":[{"_key":"52e2fa72bac6","_type":"span","marks":[],"text":"You have to look back, but you have to do it "},{"_key":"aa04a520be7d1","_type":"span","marks":["em"],"text":"right."}],"markDefs":[],"style":"normal"},{"_key":"f032501b2418","_type":"block","children":[{"_key":"f576d1209239","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"945816d24d20","_type":"block","children":[{"_key":"f0d25ce11db6","_type":"span","marks":["strong"],"text":"The importance of your past"}],"markDefs":[],"style":"normal"},{"_key":"95ed7b5eb4e1","_type":"block","children":[{"_key":"06ee4897daee0","_type":"span","marks":[],"text":"One crucial aspect of your past is that it contains experiences that, if left unprocessed, will probably come back and bite you later."}],"markDefs":[],"style":"normal"},{"_key":"a22fbb41c5ea","_type":"block","children":[{"_key":"dd4e485f32e6","_type":"span","marks":[],"text":"Processing what you’ve been through is key to becoming emotionally healthier, higher performing, and more resilient to future difficulties."}],"markDefs":[],"style":"normal"},{"_key":"d6aa9e12db97","_type":"block","children":[{"_key":"1e3489224c19","_type":"span","marks":[],"text":"Your past also contains information about who you are and how you work. When you look back, you learn about yourself. You learn what drives you. You learn about your attributes, key strengths, and areas for growth. Deepening your self-awareness like this helps you figure out what you want and make a realistic plan for how to get it."}],"markDefs":[],"style":"normal"},{"_key":"cdeed53b104b","_type":"contentEditorSpacer","height":80},{"_key":"3a8350b189b2","_type":"downloadBlockWithCompanyImage","description":"Our unique framework enables any organization to build high performing teams, achieve superior business results, and ultimately become Masters of Uncertainty. ","linkSlug":"/consulting","linkText":"See all services","title":"Discover Our Training Curriculum"},{"_key":"3732a9688467","_type":"contentEditorSpacer","height":100},{"_key":"35fd60b425fe","_type":"block","children":[{"_key":"df314225827a","_type":"span","marks":[],"text":""}],"markDefs":[]},{"_key":"7ac7bd652718","_type":"block","children":[{"_key":"b921496fafbb","_type":"span","marks":[],"text":"\n"},{"_key":"7708f7403edd","_type":"span","marks":["strong"],"text":"…But don’t look too much"}],"markDefs":[]},{"_key":"88eb0534366e","_type":"block","children":[{"_key":"d1e4175dc72e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8763c36d8bf3","_type":"block","children":[{"_key":"24f67489c86c0","_type":"span","marks":[],"text":"It is incredibly easy to get mired in what has been. You dwell on past mistakes. You lament what’s transpired. You think in terms of “could have” or “would have.” Or maybe you get stuck on positive things, such as an accomplishment, or a status you’ve achieved."}],"markDefs":[],"style":"normal"},{"_key":"6662b5a8a7bf","_type":"block","children":[{"_key":"7fc0628dc7fa0","_type":"span","marks":[],"text":"Either way – excessively thinking about the past is a trap. It steals from your ability to be present today."}],"markDefs":[],"style":"normal"},{"_key":"0adc340bf607","_type":"block","children":[{"_key":"f9edcb02dd8a0","_type":"span","marks":[],"text":"It also limits your possibilities for tomorrow. When you dwell on the past, you end up thinking about yourself in terms of who you "},{"_key":"f9edcb02dd8a1","_type":"span","marks":["em"],"text":"were, "},{"_key":"f9edcb02dd8a2","_type":"span","marks":[],"text":"instead of who you "},{"_key":"f9edcb02dd8a3","_type":"span","marks":["em"],"text":"are, "},{"_key":"f9edcb02dd8a4","_type":"span","marks":[],"text":"or who you "},{"_key":"f9edcb02dd8a5","_type":"span","marks":["em"],"text":"could be. "},{"_key":"f9edcb02dd8a6","_type":"span","marks":[],"text":"You diminish your ability to flourish and change for the better."}],"markDefs":[],"style":"normal"},{"_key":"e72e0d0c8e1b","_type":"block","children":[{"_key":"5864a878c5d80","_type":"span","marks":[],"text":"The thing about the world is it never stops evolving. If you want a happy future, you must face forward and keep evolving with it."}],"markDefs":[],"style":"normal"},{"_key":"1e79827d96ca","_type":"block","children":[{"_key":"8a092d7ec9a60","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"86bb3b0a3257","_type":"block","children":[{"_key":"9863e49df456","_type":"span","marks":["strong"],"text":"What to do"}],"markDefs":[]},{"_key":"d88f7cd1826c","_type":"block","children":[{"_key":"8aac27f4ef900","_type":"span","marks":[],"text":"Look back – but do it "},{"_key":"9e236370d3df1","_type":"span","marks":["em"],"text":"strategically."}],"markDefs":[],"style":"normal"},{"_key":"9b4b17f6e190","_type":"block","children":[{"_key":"770e48da4ee30","_type":"span","marks":[],"text":"Acknowledge your past. Process what you’ve been through. Do your grieving and celebrating."}],"markDefs":[],"style":"normal"},{"_key":"0d0463272f34","_type":"block","children":[{"_key":"be29e1170f1f0","_type":"span","marks":[],"text":"And learn from it. Identify key values, strengths, and areas for growth."}],"markDefs":[],"style":"normal"},{"_key":"370b87e1a046","_type":"block","children":[{"_key":"1a0fe8ac24280","_type":"span","marks":[],"text":"Then let it go. Don’t "},{"_key":"49706aff351d1","_type":"span","marks":["em"],"text":"forget "},{"_key":"49706aff351d2","_type":"span","marks":[],"text":"the past. "},{"_key":"49706aff351d3","_type":"span","marks":["em"],"text":"Transform "},{"_key":"49706aff351d4","_type":"span","marks":[],"text":"it."}],"markDefs":[],"style":"normal"},{"_key":"f68b381be088","_type":"block","children":[{"_key":"9f241a5e88ba","_type":"span","marks":[],"text":"Be the rear security for your own life. Look back - but do it right."}],"markDefs":[],"style":"normal"},{"_key":"b5a4afd2ef70","_type":"block","children":[{"_key":"c26a3ebd1b780","_type":"span","marks":[],"text":"For teams, strike the same balance. Debrief. Unpack and learn from past projects. Then let it go. Don’t play the blame game or put people on pedestals. Use the information you have from the past - but keep your eyes on who you can all become and what you can do in the future."}],"markDefs":[],"style":"normal"},{"_key":"cb4d52d34e58","_type":"block","children":[{"_key":"14a1e353bb010","_type":"span","marks":[],"text":"Stop occasionally and look behind you."}],"markDefs":[],"style":"normal"},{"_key":"37a315fa40ba","_type":"block","children":[{"_key":"b8f9f5c5bbf40","_type":"span","marks":[],"text":"Honor where you’ve been."}],"markDefs":[],"style":"normal"},{"_key":"2408fa5538c7","_type":"block","children":[{"_key":"67e9504a91a20","_type":"span","marks":[],"text":"Then turn back around - and keep moving forward."}],"markDefs":[],"style":"normal"},{"_key":"5dca88339ee6","_type":"block","children":[{"_key":"e46e205bb4dd","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4f328f4ca3bd","_type":"block","children":[{"_key":"a1d99cf4a17e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5dbdd2466be5","_type":"contentEditorSpacer","height":100},{"_key":"deadef857ba0","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-10-03","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"cea6c182e5c1","_type":"block","children":[{"_key":"ff26808e0bd9","_type":"span","marks":[],"text":"Looking back is crucial. But if you do it wrong, you put yourself at risk. You have to look back, but you have to do it right. Here's how."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-739158bd7138f46d5a8402c47ed43ba3efe9d033-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"1b1d2d60ba25","_ref":"d933af46-14a0-4a0e-9bcf-e645a266e6a7","_type":"reference"},{"_key":"733a5bc8c50c","_ref":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","_type":"reference"},{"_key":"091d70358357","_ref":"8bdb5f3d-9233-464f-8be7-50ec8e91a9ae","_type":"reference"}],"seo":{"_type":"seo","description":"Learn how to strategically reflect on your past to unlock your potential and foster team growth with insights from Rich Diviney.","title":"Navigate Your Future: Learn to Move Forward by Strategically Looking Back"},"shortDesc":"Looking back is crucial. But if you do it wrong, you put yourself at risk. You have to look back, but you have to do it right. Here's how.","showAssessmentTool":false,"slug":{"_type":"slug","current":"you-can-t-move-forward-while-looking-back"},"socialSharing":{"desc":"Looking back is crucial. But if you do it wrong, you put yourself at risk. You have to look back, but you have to do it right. Here's how.","image":{"_type":"image","asset":{"_ref":"image-c428ef9cb08ba5e1b16135a74c4058139b16ee37-1280x720-jpg","_type":"reference"}},"title":"You Can’t Move Forward While Looking Back"},"title":"You Can’t Move Forward While Looking Back","top_banner":null},{"_id":"c58e5889-198a-4156-8f2d-07853c8d3105","author":"The Attributes Team","content":{"_type":"contentEditor","content":[{"_key":"147eb9d160ab","_type":"block","children":[{"_key":"d0042c5d1d3b","_type":"span","marks":[],"text":"Case Study by The Attributes Inc"}],"markDefs":[],"style":"normal"},{"_key":"2b848f229593","_type":"block","children":[{"_key":"962a307e238b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7c292fed6d95","_type":"block","children":[{"_key":"e1d4bdcc397a","_type":"span","marks":["strong"],"text":"How Corcept Transformed Its Sales Team with The Attributes Methodology"}],"markDefs":[],"style":"headline"},{"_key":"c98e4bf4f43f","_type":"block","children":[{"_key":"a5e6998bf1d6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a8f0c8b58c0c","_type":"block","children":[{"_key":"e88ec01d0827","_type":"span","marks":["strong"],"text":"Introduction"}],"markDefs":[],"style":"normal"},{"_key":"f61a13a52d5f","_type":"block","children":[{"_key":"e50dcf4a4fc3","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f44157415206","_type":"block","children":[{"_key":"7c8ba7921e910","_type":"span","marks":[],"text":"In the fast-paced world of biopharmaceutical sales, "},{"_key":"c85cc746080b","_type":"span","marks":["strong"],"text":"burnout, high turnover, and ineffective hiring"},{"_key":"421d8e952905","_type":"span","marks":[],"text":" were crippling Corcept’s sales team. The demands were relentless—sales representatives had to engage face-to-face with physicians, advocating for critically ill "},{"_key":"ad84f2ac36ba","_type":"span","marks":[],"text":"patients, often challenging long-standing medical practices."},{"_key":"38e88286b3aa","_type":"span","marks":[],"text":""},{"_key":"02ef3c935916","_type":"span","marks":[],"text":""},{"_key":"1cf1e1d32a3e","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3dc64aa5a38c","_type":"block","children":[{"_key":"f8fcd96ebef7","_type":"span","marks":["strong"],"text":"It was a high-stakes job that required resilience, adaptability, and courage."},{"_key":"3943b7c95ffc","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"427ee650bbe1","_type":"block","children":[{"_key":"496f079d851d0","_type":"span","marks":[],"text":"But something was broken. "},{"_key":"f707694a06fa","_type":"span","marks":["strong"],"text":"Morale was low. Burnout was high. Hiring the wrong people was costing them time and results."}],"markDefs":[],"style":"normal"},{"_key":"4e36aac4abe7","_type":"block","children":[{"_key":"deff73b8919e","_type":"span","marks":[],"text":"That’s when "},{"_key":"8619162a7ce4","_type":"span","marks":["strong"],"text":"Tom Burke, Corcept’s Vice President of Sales, discovered The Attributes and brought in Rich Diviney and his team to help turn things around."}],"markDefs":[],"style":"normal"},{"_key":"783749e2679a","_type":"block","children":[{"_key":"95ddf6c77b790","_type":"span","marks":[],"text":"\n“This process completely changed how we think about hiring and coaching. We went from hoping to hit a few home runs with new hires to hitting 10 out of 12 every time.” — "},{"_key":"cdd90f5d5ad8","_type":"span","marks":["strong"],"text":"Tom Burke, VP of Sales, Corcept"}],"markDefs":[],"style":"normal"},{"_key":"a94531811076","_type":"block","children":[{"_key":"e43e8bc49f8e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5b5093965c31","_type":"block","children":[{"_key":"dd087a59215d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"39590dafa5a6","_type":"block","children":[{"_key":"78b5de98ad99","_type":"span","marks":["strong"],"text":"The Challenge: A Team on the Brink of Burnout"},{"_key":"6409c682bf39","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"23cd5e83ad2c","_type":"block","children":[{"_key":"72c158c9476e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"974bec6b3c88","_type":"block","children":[{"_key":"c36bf201bed6","_type":"span","marks":["strong"],"text":"A high-stakes, emotionally demanding sales role"}],"markDefs":[],"style":"smaller"},{"_key":"67e3568c7352","_type":"block","children":[{"_key":"8112effcfc540","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"49fe23e2a6ae","_type":"block","children":[{"_key":"c96e0fbd51de","_type":"span","marks":[],"text":"Corcept’s sales team operates in an "},{"_key":"e6c0b7fdd447","_type":"span","marks":["strong"],"text":"intense, high-stakes environment"},{"_key":"1311d7588147","_type":"span","marks":[],"text":". The pressure to influence life-changing medical decisions meant that "},{"_key":"fec43c2d01f1","_type":"span","marks":["strong"],"text":"even the most experienced sales professionals felt the strain."}],"markDefs":[],"style":"normal"},{"_key":"817862de41d9","_type":"block","children":[{"_key":"c569cc4fd61b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6cde542d60b9","_type":"block","children":[{"_key":"bbfe589d51c2","_type":"span","marks":["em"],"text":"“In my particular organization, we have a very difficult sales job that requires just a lot of face-to-face interaction to be highly effective. And it's high stakes too, because we're advocating for very sick patients, and we all take it personally.”"}],"markDefs":[],"style":"normal"},{"_key":"857d324c8fca","_type":"block","children":[{"_key":"faf5d166804a0","_type":"span","marks":[],"text":"\n"},{"_key":"81880f62b0510","_type":"span","marks":["strong"],"text":"Hiring based on experience, not attributes, was failing"}],"markDefs":[],"style":"smaller"},{"_key":"35cf07dd604c","_type":"block","children":[{"_key":"56af043852730","_type":"span","marks":[],"text":"\nFor years, Corcept relied on traditional hiring methods—evaluating candidates based on "},{"_key":"7a16bbaf7fbe","_type":"span","marks":["strong"],"text":"résumés, awards, and customer relationships."},{"_key":"1310cb0e096b","_type":"span","marks":[],"text":" While these factors seemed promising on paper, they "},{"_key":"2cd7968bf5f7","_type":"span","marks":["strong"],"text":"failed to identify the key attributes necessary for success in Corcept’s demanding role."},{"_key":"05bd60735230","_type":"span","marks":[],"text":" As a result, "},{"_key":"b35eccfa412b","_type":"span","marks":["strong"],"text":"new hires often struggled to adapt, lacked resilience, and ultimately burned out or underperformed."}],"markDefs":[],"style":"normal"},{"_key":"b9494685f679","_type":"block","children":[{"_key":"426d0589f57b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0fc346df6ebb","_type":"block","children":[{"_key":"d13e80139ceb","_type":"span","marks":["em"],"text":"“We were focused on résumés—how many awards did this person have? What did their customer relationships look like? But we weren’t assessing whether they had the right intrinsic attributes to succeed here.”"}],"markDefs":[],"style":"normal"},{"_key":"6d2cd21b2850","_type":"block","children":[{"_key":"7d010a1bc009","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"996bfb6e037d","_type":"block","children":[{"_key":"ccd5d9d0a275","_type":"span","marks":["strong"],"text":"COVID-19 intensified stress and eroded team culture"}],"markDefs":[],"style":"normal"},{"_key":"1ffd325f3351","_type":"block","children":[{"_key":"f2b5953d16620","_type":"span","marks":[],"text":"\nWhen the pandemic hit, it "},{"_key":"5aa126faf6ca","_type":"span","marks":["strong"],"text":"amplified burnout across the organization"},{"_key":"2c7a59916dc9","_type":"span","marks":[],"text":". Team members were suddenly "},{"_key":"ce0f76b41362","_type":"span","marks":["strong"],"text":"isolated, disconnected, and uncertain about how to perform their roles effectively. "},{"_key":"45cf19642ffb","_type":"span","marks":[],"text":"Over time, "},{"_key":"6841e753335e","_type":"span","marks":["strong"],"text":"self-awareness decreased, patience wore thin, and the close-knit team dynamic deteriorated"},{"_key":"a36c9433c58e","_type":"span","marks":[],"text":". Some long-time employees "},{"_key":"60f0158ec168","_type":"span","marks":["strong"],"text":"never fully recovered"},{"_key":"bae912e1c10d","_type":"span","marks":[],"text":", and management found itself navigating "},{"_key":"643533a94e18","_type":"span","marks":["strong"],"text":"unexpected mental health challenges."}],"markDefs":[],"style":"normal"},{"_key":"25f240ac97a7","_type":"block","children":[{"_key":"d010eb36dfc1","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d76a06834857","_type":"block","children":[{"_key":"ee996d5b3cba","_type":"span","marks":["em"],"text":"“We had all this free time, but nobody knew how to use it effectively because they were so stressed out about doing their job. By the time COVID started to end, we weren’t recognizing things we normally would. We weren’t giving each other the benefit of the doubt like we used to. Everybody’s fuse was just a little bit shorter.”"}],"markDefs":[],"style":"normal"},{"_key":"f9bd3c505caa","_type":"block","children":[{"_key":"69d86a41823f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"de1ea53f39e7","_type":"block","children":[{"_key":"cf321d04660e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"34349dacf922","_type":"block","children":[{"_key":"fad135806686","_type":"span","marks":["strong"],"text":"The Turning Point: Bringing in The Attributes"}],"markDefs":[],"style":"headline"},{"_key":"adb20f380a8a","_type":"block","children":[{"_key":"c4739ef538d8","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bf302f459f29","_type":"block","children":[{"_key":"2ec78493b4ef","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a5b0e44645d8","_type":"block","children":[{"_key":"2a437c1ea8ee","_type":"span","marks":[],"text":"Tom Burke first came across The Attributes methodology through a leadership session with "},{"_key":"689edea0bb83","_type":"span","marks":["strong"],"text":"Rich Diviney"},{"_key":"d2a78843b9b0","_type":"span","marks":["strong"],"text":"."},{"_key":"0595a9bff548","_type":"span","marks":[],"text":" Something clicked immediately."}],"markDefs":[],"style":"smaller"},{"_key":"b173cde7ffcb","_type":"block","children":[{"_key":"a8d3a0b125f3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3cc89c8a1c57","_type":"block","children":[{"_key":"d2b658d40208","_type":"span","marks":["em"],"text":"“I was sitting there thinking, ‘This is what we’ve been missing.’”"}],"markDefs":[],"style":"normal"},{"_key":"8fa9a326882e","_type":"block","children":[{"_key":"501c055c52fb0","_type":"span","marks":[],"text":"\n"},{"_key":"eee1aac5375f0","_type":"span","marks":[],"text":"Corcept engaged The Attributes team for an"},{"_key":"47abccbd31e2","_type":"span","marks":["strong"],"text":" Attribute Discovery Process"},{"_key":"cb9371349f50","_type":"span","marks":[],"text":"—a deep dive into "},{"_key":"656a6176744e","_type":"span","marks":["strong"],"text":"what truly made their top performers successful"},{"_key":"4fe0f51d7f0e","_type":"span","marks":[],"text":". When Corcept set out to understand what made their top sales performers so successful, they expected to uncover "},{"_key":"521ba792edaa","_type":"span","marks":["strong"],"text":"familiar traits—industry knowledge, strong networks, or an impressive résumé. "},{"_key":"3b7b513a798f","_type":"span","marks":[],"text":"But what they found "},{"_key":"d831f9267547","_type":"span","marks":["strong"],"text":"completely surprised them"},{"_key":"938863f71640","_type":"span","marks":["strong"],"text":"."},{"_key":"a29bba54aa8e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3510ce6f79a2","_type":"block","children":[{"_key":"786ce33fd0d4","_type":"span","marks":[],"text":"Two unexpected attributes stood out:"}],"markDefs":[],"style":"normal"},{"_key":"607555902b2f","_type":"block","children":[{"_key":"79561bd312450","_type":"span","marks":[],"text":"\n"},{"_key":"4eac7a7497040","_type":"span","marks":["strong"],"text":"🔑 Humility: "},{"_key":"977e6bd77811","_type":"span","marks":[],"text":"Sales reps needed the humility to "},{"_key":"52b8a050e587","_type":"span","marks":["strong"],"text":"listen, learn, and adapt."},{"_key":"ee7046e43c5e","_type":"span","marks":[],"text":" Those who thought they already had all the answers struggled. "},{"_key":"e3899ff09803","_type":"span","marks":["strong"],"text":"Corcept had never considered humility a key trait for success in sales—until they saw the difference it made."}],"markDefs":[],"style":"normal"},{"_key":"68665ac4405b","_type":"block","children":[{"_key":"12799aa8b6a2","_type":"span","marks":["em"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"66bb83ca25b2","_type":"block","children":[{"_key":"241cab95d56e","_type":"span","marks":["em"],"text":"“We hired people we knew and trusted, but when we started expanding beyond our network, we missed something big. It was humility. Sales and humility don’t usually go hand in hand, but in our business, they have to.”"},{"_key":"e99ad9a39f270","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e985a681daf9","_type":"block","children":[{"_key":"7ca3313044cb","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c6521bee536b","_type":"block","children":[{"_key":"aecc64170796","_type":"span","marks":["strong"],"text":"🔑 Courage: "},{"_key":"c5696772453d","_type":"span","marks":[],"text":"Representatives had to "},{"_key":"adb257d6c33c","_type":"span","marks":["strong"],"text":"challenge physicians"},{"_key":"d42938295680","_type":"span","marks":[],"text":"—"},{"_key":"e2255d9916bc","_type":"span","marks":["strong"],"text":"some of the most highly trained professionals in the world"},{"_key":"4181f74b8028","_type":"span","marks":["strong"],"text":"—on how they treated patients."},{"_key":"18630b2ebc4e","_type":"span","marks":[],"text":" That required a "},{"_key":"c0eecb86f715","_type":"span","marks":["strong"],"text":"huge amount of courage."},{"_key":"f97e12fd1135","_type":"span","marks":[],"text":" Corcept’s leadership had never thought of courage as a core hiring criterion, yet it turned out to be "},{"_key":"a74633d2295c","_type":"span","marks":["strong"],"text":"one of the biggest predictors of success"},{"_key":"3a4ecd9d2716","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"dbb6359e8910","_type":"block","children":[{"_key":"1d4a8a16f6cb0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f05d572b0e24","_type":"block","children":[{"_key":"bd17ff780a9c0","_type":"span","marks":["em"],"text":"“We go to physicians and tell them they need to rethink what they’ve been doing for 20 years. That takes courage. You have to stand toe-to-toe with a doctor and hold your own in that conversation.”"},{"_key":"543e4a7705500","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"daf8215814f2","_type":"block","children":[{"_key":"8a2be77401e6","_type":"span","marks":[],"text":"Looking back, "},{"_key":"8f83ef736c4a","_type":"span","marks":["strong"],"text":"they couldn’t believe they had been hiring without considering these traits."},{"_key":"dc74d1a437da","_type":"span","marks":[],"text":" It was a "},{"_key":"f9ea3453b8b4","_type":"span","marks":["strong"],"text":"major revelation—one that reshaped how they built and led their team"},{"_key":"bfc3d5bf678f","_type":"span","marks":["strong"],"text":"."},{"_key":"09fc8f61e6120","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8a4b0422214e","_type":"block","children":[{"_key":"21a848c3222d","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1972efc3a938","_type":"block","children":[{"_key":"764d147de4cf","_type":"span","marks":["em"],"text":"“We never would have figured this out on our own. Doing this workshop changed everything—it gave us a whole new way of thinking about what really matters in hiring.”"},{"_key":"04e7f28d1d0d0","_type":"span","marks":["strong"],"text":""},{"_key":"03e9c479f15a","_type":"span","marks":["strong"],"text":""},{"_key":"cdbfdb7d45d2","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cb2b72fa743f","_type":"block","children":[{"_key":"2eba781fca69","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fda435c96384","_type":"block","children":[{"_key":"29ddbed38047","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4cc40167c9d6","_type":"block","children":[{"_key":"5d9528f10014","_type":"span","marks":["strong"],"text":"The Transformation: A New Approach to Hiring and Training"},{"_key":"2934f3dd35b90","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"headline"},{"_key":"96f4e6003f0b","_type":"block","children":[{"_key":"c271eb99edb6","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ecdc170bfbc1","_type":"block","children":[{"_key":"9502ea943363","_type":"span","marks":[],"text":"Armed with these insights, Corcept "},{"_key":"e50fa004e50f","_type":"span","marks":["strong"],"text":"completely revamped"},{"_key":"f6daf81bd7a5","_type":"span","marks":[],"text":" how they selected, trained, and coached their sales team."},{"_key":"9b2ab1068ade0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"smaller"},{"_key":"4e8df284d135","_type":"block","children":[{"_key":"1b6cf741f0d4","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"smaller"},{"_key":"1b4d111a9d2a","_type":"block","children":[{"_key":"8e9c7ea0de3b","_type":"span","marks":["strong"],"text":"A new hiring model based on attributes, not just experience [skills]."},{"_key":"9b2ab1068ade1","_type":"span","marks":[],"text":"\n\n"}],"markDefs":[],"style":"smaller"},{"_key":"148543c37de7","_type":"block","children":[{"_key":"8990f4a4f5020","_type":"span","marks":[],"text":"Instead of focusing on resumes, Corcept "},{"_key":"451c30c7a022","_type":"span","marks":["strong"],"text":"built a real-world sales simulation"},{"_key":"b3bd8032382b","_type":"span","marks":[],"text":" to test humility, courage, and adaptability."},{"_key":"54f188d2e3330","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cb8ddada75eb","_type":"block","children":[{"_key":"e8c31c35fdb7","_type":"span","marks":["em"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f55311f4fa20","_type":"block","children":[{"_key":"3f2d675e0be9","_type":"span","marks":["em"],"text":"“We take candidates out of the standard interview process and drop them into uncertainty. We see how they react. That’s what really tells us if they’ll succeed here.”"},{"_key":"413b4ede790b0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"081049acb1f8","_type":"block","children":[{"_key":"fd418e3adc26","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"93a663c344fe","_type":"block","children":[{"_key":"b91faab00f86","_type":"span","marks":["strong"],"text":"A shift in leadership and accountability."}],"markDefs":[],"style":"normal"},{"_key":"bbca79d1cb7b","_type":"block","children":[{"_key":"28d6e3ad9ab50","_type":"span","marks":[],"text":"\n"},{"_key":"28d6e3ad9ab51","_type":"span","marks":[],"text":"Leaders became "},{"_key":"3c3cb9d94591","_type":"span","marks":["strong"],"text":"more intentional about coaching"},{"_key":"df31e6823ab5","_type":"span","marks":[],"text":", reinforcing key attributes in every conversation."},{"_key":"e61b228aade50","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0f15ed3af65a","_type":"block","children":[{"_key":"d5a778bd2b11","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d69fded2782b","_type":"block","children":[{"_key":"2148f8b1e3b0","_type":"span","marks":["strong"],"text":"A stronger, more resilient team."}],"markDefs":[],"style":"normal"},{"_key":"20ed617deb67","_type":"block","children":[{"_key":"238441b38bda0","_type":"span","marks":[],"text":"\n"},{"_key":"238441b38bda1","_type":"span","marks":[],"text":"With the right people in place, "},{"_key":"f6c2be25d379","_type":"span","marks":["strong"],"text":"burnout decreased, and results skyrocketed."},{"_key":"3c97551b23e80","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8cbd2b4c9bed","_type":"block","children":[{"_key":"89a20d3ffe29","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ff1bd197c931","_type":"block","children":[{"_key":"560b255ee4f2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7894fb925dd5","_type":"block","children":[{"_key":"b6dce74c922e","_type":"span","marks":["strong"],"text":"The Results: Measurable, Game-Changing Impact"}],"markDefs":[],"style":"headline"},{"_key":"25585ae74ddd","_type":"block","children":[{"_key":"76186eea185b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"262fbccc5e5f","_type":"block","children":[{"_key":"4c6ed36c3388","_type":"span","marks":[],"text":"35-40% turnover in the right direction"},{"_key":"9668c214fc48","_type":"span","marks":[],"text":"—employees who didn’t align with the core attributes transitioned out."}],"markDefs":[],"style":"normal"},{"_key":"d84f50fa4ab2","_type":"block","children":[{"_key":"6463b6105d830","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"94d9592ca14c","_type":"block","children":[{"_key":"fab6f42c2cf50","_type":"span","marks":[],"text":"10 out of 12 new hires from the first revamped hiring class "},{"_key":"6598353535d6","_type":"span","marks":["strong"],"text":"exceeded expectations."}],"markDefs":[],"style":"normal"},{"_key":"864decd620a7","_type":"block","children":[{"_key":"f1cb7b506ae60","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"45f90497565d","_type":"block","children":[{"_key":"abc047188279","_type":"span","marks":["strong"],"text":"31 clinical specialists set company records"},{"_key":"0d11430f3285","_type":"span","marks":[],"text":", helping more than 10 patients per quarter—"},{"_key":"5f0f4f364b28","_type":"span","marks":["strong"],"text":"a 30% increase from the previous year."}],"markDefs":[],"style":"normal"},{"_key":"8ed70ec3baae","_type":"block","children":[{"_key":"1241501563e00","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"16b1a56b04f2","_type":"block","children":[{"_key":"bf4cddc9bc69","_type":"span","marks":["strong"],"text":"A cultural shift"},{"_key":"c2f0a8bbb4d5","_type":"span","marks":[],"text":"—team members "},{"_key":"103a11bf45a1","_type":"span","marks":["strong"],"text":"now prioritize recharging and managing their energy."}],"markDefs":[],"style":"normal"},{"_key":"c3d8fab4eee5","_type":"block","children":[{"_key":"6610daf2e28c","_type":"span","marks":["em"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d717a4b4d4f6","_type":"block","children":[{"_key":"5a9b84b956c8","_type":"span","marks":["em"],"text":"“We used to beg people to take time off. Not anymore. Now, people recognize that they need to recharge to perform at their best.”"},{"_key":"dd6313000ccb0","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"657889ff8a26","_type":"block","children":[{"_key":"91ab920185b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c0248b0bedc7","_type":"block","children":[{"_key":"4811b04243a2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"17b5b133a556","_type":"block","children":[{"_key":"74e30f2f5735","_type":"span","marks":["strong"],"text":"Final Thoughts: The Long Game"},{"_key":"2e53556225f30","_type":"span","marks":["strong"],"text":""},{"_key":"43d257f27dac","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"headline"},{"_key":"dff15a47d6a0","_type":"block","children":[{"_key":"8b97c69df3b6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"97a92642c272","_type":"block","children":[{"_key":"f6d9938ec601","_type":"span","marks":[],"text":"For Tom Burke, the biggest shift wasn’t just about hiring better people—it was about "},{"_key":"ae8d354e441f","_type":"span","marks":["strong"],"text":"changing how he thought about success."},{"_key":"1f4f44b146f10","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"smaller"},{"_key":"30f40abe83b1","_type":"block","children":[{"_key":"c6bc703bd131","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"smaller"},{"_key":"c3f6e7f4ab35","_type":"block","children":[{"_key":"dd0bd30374df","_type":"span","marks":[],"text":"At first, hiring for "},{"_key":"934267ff6f28","_type":"span","marks":["strong"],"text":"attributes over experience [skills]"},{"_key":"306598bc658b","_type":"span","marks":[],"text":" felt like a slower process. But over time, it became clear that "},{"_key":"72e065b85d98","_type":"span","marks":["strong"],"text":"this approach was the key to building a stronger, more resilient team."}],"markDefs":[],"style":"smaller"},{"_key":"ad3e990a2273","_type":"block","children":[{"_key":"62db0018efa20","_type":"span","marks":[],"text":"\n"},{"_key":"a14f17bcad2c0","_type":"span","marks":["em"],"text":"“I was under tremendous pressure to get our business going again. There was a sense of urgency, and I wasn’t sure if I had enough time to implement the changes we knew we needed. But I realized that if we rushed the process and made the same hiring mistakes, we’d be right back where we started.”"},{"_key":"8cfeee12adbc0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"aea543c9db50","_type":"block","children":[{"_key":"83d23ae1d31f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"51e02ded1ebc","_type":"block","children":[{"_key":"d70fb628afa3","_type":"span","marks":[],"text":"By "},{"_key":"b2b573d88acf","_type":"span","marks":["strong"],"text":"staying patient and committed to hiring the right people"},{"_key":"c9a14189d753","_type":"span","marks":[],"text":", "},{"_key":"6b8600532c74","_type":"span","marks":["strong"],"text":"Corcept transformed its team, doubled its effectiveness"},{"_key":"28c6a6b4ed43","_type":"span","marks":[],"text":", and "},{"_key":"70192015a164","_type":"span","marks":["strong"],"text":"built a culture that will sustain success for years to come."}],"markDefs":[],"style":"normal"},{"_key":"1a9793acd8ae","_type":"block","children":[{"_key":"2cf32e05ef1e0","_type":"span","marks":[],"text":"\n"},{"_key":"0e2456c377d20","_type":"span","marks":["em"],"text":"“A year later, we’re in a completely different place. We have more of the right people, our team is energized, and we’re seeing record-breaking results. It’s proof that hiring for attributes isn’t just the right approach—it’s the smarter long-term strategy.”"},{"_key":"ad0e8e6de2ec0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"f447ea0d72ff","_type":"block","children":[{"_key":"2b2ab0f89c02","_type":"span","marks":[],"text":"\n"},{"_key":"58d0b3729a3f0","_type":"span","marks":["strong"],"text":"The Next Step: Why Your Company Needs The Attributes"}],"markDefs":[],"style":"normal"},{"_key":"9bf3368eed6d","_type":"block","children":[{"_key":"01b891fe12ba","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"aef6a4f77af2","_type":"block","children":[{"_key":"863a81208a09","_type":"span","marks":[],"text":"If your team is struggling with "},{"_key":"ac08bdef1687","_type":"span","marks":["strong"],"text":"burnout, hiring the wrong people, or underperformance, The Attributes Workshop"},{"_key":"2a942c6fb063","_type":"span","marks":[],"text":" can help you:"}],"markDefs":[],"style":"smaller"},{"_key":"1571a531c582","_type":"block","children":[{"_key":"cf9ff362596f0","_type":"span","marks":[],"text":"\n"},{"_key":"32c3b8113e500","_type":"span","marks":["strong"],"text":"✔️ Identify the hidden traits"},{"_key":"f2e51fed7008","_type":"span","marks":[],"text":" that drive success in your team.\n✔️ "},{"_key":"fe3fa76a5553","_type":"span","marks":["strong"],"text":"Transform your hiring process"},{"_key":"d49ad642da5c","_type":"span","marks":[],"text":" to attract the right talent.\n✔️ "},{"_key":"3188dae1afa7","_type":"span","marks":["strong"],"text":"Build a culture of resilience, adaptability, and high performance."}],"markDefs":[],"style":"normal"},{"_key":"f1080e47337f","_type":"block","children":[{"_key":"a9d3d6dd91090","_type":"span","marks":[],"text":"\n"},{"_key":"828ec584bc010","_type":"span","marks":["strong"],"text":"Ready to see the same results Corcept did?"}],"markDefs":[],"style":"normal"},{"_key":"08b63a2a96f4","_type":"block","children":[{"_key":"8b67549505df","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"dd70d3a503be","_type":"block","children":[{"_key":"185a1adcbb150","_type":"span","marks":[],"text":"\nLet’s talk. "},{"_key":"79905613eba0","_type":"span","marks":["15b7e9b56c83","strong"],"text":"Contact us"},{"_key":"333bd27fa564","_type":"span","marks":[],"text":" today for a "},{"_key":"c86716b7ad1d","_type":"span","marks":["strong"],"text":"customized Attributes Assessment and training session."}],"markDefs":[{"_key":"15b7e9b56c83","_type":"link","href":"https://theattributes.com/consulting-contact/"}],"style":"normal"}]},"date":"2025-01-09","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"c1f1acad1d48","_type":"block","children":[{"_key":"74ae8ec1b932","_type":"span","marks":[],"text":"In the fast-paced world of biopharmaceutical sales, burnout, high turnover, and ineffective hiring were crippling Corcept’s sales team. The demands were relentless—sales representatives had to engage face-to-face with physicians, advocating for critically ill patients, often challenging long-standing medical practices. It was a high-stakes job that required resilience, adaptability, and courage. But something was broken. Morale was low. Burnout was high. Hiring the wrong people was costing them time and results. That’s when Tom Burke, Corcept’s Vice President of Sales, discovered The Attributes and brought in Rich Diviney and his team to help turn things around."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-82db616147eadb61ee8b3d27a1ad7a7e24861895-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"1ba8bd1435c3","_ref":"ce84cf41-5c60-40f5-93de-29cb5521ad0f","_type":"reference"},{"_key":"ecae07ac5024","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"0d8928471cf3","_ref":"1b4b5e89-0c07-4580-adca-8cb475381d21","_type":"reference"}],"seo":{"_type":"seo","description":"In the fast-paced world of biopharmaceutical sales, burnout, high turnover, and ineffective hiring were crippling Corcept’s sales team. The demands were relentless—sales representatives had to engage face-to-face with physicians, advocating for critically ill patients, often challenging long-standing medical practices.   It was a high-stakes job that required resilience, adaptability, and courage. But something was broken. Morale was low. Burnout was high. Hiring the wrong people was costing them time and results.  That’s when Tom Burke, Corcept’s Vice President of Sales, discovered The Attributes and brought in Rich Diviney and his team to help turn things around.  “This process completely changed how we think about hiring and coaching. We went from hoping to hit a few home runs with new hires to hitting 10 out of 12 every time.” — Tom Burke, VP of Sales, Corcept","title":"How Corcept Transformed Its Sales Team with The Attributes Methodology"},"shortDesc":"In the fast-paced world of biopharmaceutical sales, burnout, high turnover, and ineffective hiring were crippling Corcept’s sales team. The demands were relentless—sales representatives had to engage face-to-face with physicians, advocating for critically ill patients, often challenging long-standing medical practices. It was a high-stakes job that required resilience, adaptability, and courage. But something was broken. Morale was low. Burnout was high. Hiring the wrong people was costing them time and results. That’s when Tom Burke, Corcept’s Vice President of Sales, discovered The Attributes and brought in Rich Diviney and his team to help turn things around.","showAssessmentTool":null,"slug":{"_type":"slug","current":"how-corcept-transformed-its-sales-team-with-the-attributes-methodology"},"socialSharing":{"desc":"In the fast-paced world of biopharmaceutical sales, burnout, high turnover, and ineffective hiring were crippling Corcept’s sales team. The demands were relentless—sales representatives had to engage face-to-face with physicians, advocating for critically ill patients, often challenging long-standing medical practices.   It was a high-stakes job that required resilience, adaptability, and courage. But something was broken. Morale was low. Burnout was high. Hiring the wrong people was costing them time and results.  That’s when Tom Burke, Corcept’s Vice President of Sales, discovered The Attributes and brought in Rich Diviney and his team to help turn things around.  “This process completely changed how we think about hiring and coaching. We went from hoping to hit a few home runs with new hires to hitting 10 out of 12 every time.” — Tom Burke, VP of Sales, Corcept","image":{"_type":"image","asset":{"_ref":"image-22dfe475c9c83ab68dce79020181224c6e4756fc-3000x2001-png","_type":"reference"}},"title":"How Corcept Transformed Its Sales Team with The Attributes Methodology"},"title":"How Corcept Transformed Its Sales Team with The Attributes Methodology","top_banner":{"center_content":";","left_content":";","link":";","right_content":";"}},{"_id":"c7414e7d-6057-47e2-8c76-b0ce0a9133da","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"3164f125cd02","_type":"block","children":[{"_key":"ca551761819a","_type":"span","marks":[],"text":"It’s common for companies to paint their values in big, bright letters on their walls.  But in doing so, many lack a crucial ingredient for actually making these values effective:"}],"markDefs":[]},{"_key":"ab6cd74f557c","_type":"block","children":[{"_key":"322a56f0a7cc0","_type":"span","marks":[],"text":"Sufficiently "},{"_key":"322a56f0a7cc1","_type":"span","marks":["em"],"text":"defining "},{"_key":"322a56f0a7cc2","_type":"span","marks":[],"text":"them."}],"markDefs":[],"style":"normal"},{"_key":"0b9cd672b8ee","_type":"block","children":[{"_key":"f18db3cf78fc0","_type":"span","marks":[],"text":"This is a simple but impactful mistake, and it can cause widespread confusion in company culture."}],"markDefs":[],"style":"normal"},{"_key":"3cb94b8dad54","_type":"block","children":[{"_key":"4c7d1d19adc80","_type":"span","marks":[],"text":"Here’s how to avoid it and come out on top:"}],"markDefs":[],"style":"normal"},{"_key":"f2b9c58c6439","_type":"block","children":[{"_key":"87bd95202acf0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"46c0a3d0ed41","_type":"block","children":[{"_key":"658c8367246d0","_type":"span","marks":["strong"],"text":"Define your values… be specific"}],"markDefs":[],"style":"normal"},{"_key":"5db01425d434","_type":"block","children":[{"_key":"f9f7c77ae0120","_type":"span","marks":[],"text":"Most companies fail to define their values specifically enough."}],"markDefs":[],"style":"normal"},{"_key":"393c6665f816","_type":"block","children":[{"_key":"331566c3b3600","_type":"span","marks":[],"text":"Consider the value of integrity. It generally means “do the right thing”. But in practice “do the right thing” can look very different depending on the group."},{"_key":"331566c3b3601","_type":"span","marks":["em"],"text":"  "},{"_key":"331566c3b3602","_type":"span","marks":[],"text":"“Do the right thing” for a Cub Scout is going to look different than “do the right thing” for a member of ISIS. Both groups, in fact, value integrity, but are almost polar opposites when it comes to what it means for "},{"_key":"331566c3b3603","_type":"span","marks":["em"],"text":"them."}],"markDefs":[],"style":"normal"},{"_key":"0d04366276b2","_type":"block","children":[{"_key":"4855f66887da0","_type":"span","marks":[],"text":"Defining what your values mean for your organization is critical, otherwise people will apply their own interpretations. And much like the ISIS member and Cub Scout, those interpretaions may not match.  This not only causes confusion,  it risks tearing at the fabric of organizational culture and can induce low trust, low performance, and an inauthentic environment."}],"markDefs":[],"style":"normal"},{"_key":"c4dab21e6d30","_type":"block","children":[{"_key":"36104a9698e40","_type":"span","marks":[],"text":"The confusion can  extend beyond company walls, too, causing relationships with external stakeholders to deteriorate. A chaotic culture is hard to hide. Business partners may be less eager to collaborate, and consumers may be less inclined to convert or to develop loyalty."}],"markDefs":[],"style":"normal"},{"_key":"cbecdb585ab1","_type":"block","children":[{"_key":"ba67e6023b9d0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"d45073e1eae0","_type":"contentEditorSpacer","height":80},{"_key":"9d26167e69e2","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"afd890c09681","_type":"block","children":[{"_key":"46b80b8e0a4b0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7dec610d5ae2","_type":"contentEditorSpacer","height":100},{"_key":"080c78fb3357","_type":"block","children":[{"_key":"371a63984302","_type":"span","marks":["strong"],"text":"Define your values - with "},{"_key":"b3d7e0ef5dbf","_type":"span","marks":["strong","em"],"text":"action"}],"markDefs":[]},{"_key":"cb02ab4c1779","_type":"block","children":[{"_key":"d54dd9b0c3510","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f816127f096b","_type":"block","children":[{"_key":"aa2f2b5c3b770","_type":"span","marks":[],"text":"The best way to specifically define your values is by identifying the behaviors that people display when embodying them. What does someone with integrity do"},{"_key":"aa2f2b5c3b771","_type":"span","marks":["em"],"text":" "},{"_key":"aa2f2b5c3b772","_type":"span","marks":[],"text":"at your organization? What does it actually look like?"}],"markDefs":[],"style":"normal"},{"_key":"51fc2546a2b9","_type":"block","children":[{"_key":"4a00748625dc0","_type":"span","marks":[],"text":"Be as specific as possible, with statements like:"}],"markDefs":[],"style":"normal"},{"_key":"bb65d3191a9e","_type":"block","children":[{"_key":"6242ed62a3b60","_type":"span","marks":[],"text":"“Making sure the client has what they need, even if it is not our product”"}],"markDefs":[],"style":"normal"},{"_key":"17a6a8ac5861","_type":"block","children":[{"_key":"44983a9ac1050","_type":"span","marks":[],"text":"“Always making your best effort to be on time and apologize to team members when late,”  or"}],"markDefs":[],"style":"normal"},{"_key":"1230a3df2d59","_type":"block","children":[{"_key":"0190ee3ed8d60","_type":"span","marks":[],"text":"“Replacing the printer paper when you see it low.“"}],"markDefs":[],"style":"normal"},{"_key":"7abd010c0759","_type":"block","children":[{"_key":"695b0f92433e0","_type":"span","marks":[],"text":"As you can see - these behaviors don’t all need to be herculean - but they need to be stated."}],"markDefs":[],"style":"normal"},{"_key":"d31604448f7d","_type":"block","children":[{"_key":"1bd8edfb4e030","_type":"span","marks":[],"text":"Do this for every company value you have."}],"markDefs":[],"style":"normal"},{"_key":"fad588bd4be5","_type":"block","children":[{"_key":"9250f0a4ebfe0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"16784899de88","_type":"block","children":[{"_key":"5649fb0871700","_type":"span","marks":["strong"],"text":"The benefits are numerous"}],"markDefs":[],"style":"normal"},{"_key":"4f5cdcc250c6","_type":"block","children":[{"_key":"137670d552540","_type":"span","marks":[],"text":"Defining values by action yields clear behavioral guidelines for everyone in the organization. This provides:"}],"markDefs":[],"style":"normal"},{"_key":"585fafb99ef5","_type":"block","children":[{"_key":"9efddb8e25450","_type":"span","marks":[],"text":"Consistency, high morale, and a sense of group identity."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1382f3a0d3b4","_type":"block","children":[{"_key":"488b6b3512380","_type":"span","marks":[],"text":"Increased ease of communication and trust."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"629bf67c15b8","_type":"block","children":[{"_key":"98f441dc7b830","_type":"span","marks":[],"text":"A template from which you can evaluate performance."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"da75c7586586","_type":"block","children":[{"_key":"876a646b63b60","_type":"span","marks":[],"text":"The ability to actually see if people are a good fit  for the organization."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"d3d41b450182","_type":"block","children":[{"_key":"0378cf41878e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9ed3daade1e3","_type":"block","children":[{"_key":"eccad20e4e000","_type":"span","marks":["strong"],"text":"Maximize your culture’s potential and stand out from the crowd"}],"markDefs":[],"style":"normal"},{"_key":"137f40129bbc","_type":"block","children":[{"_key":"a283887c356e0","_type":"span","marks":[],"text":"Sufficiently defined values strengthen company culture. But it goes the other way, too. Culture is behavior that serves values, or more precisely, it is the way we "},{"_key":"a283887c356e1","_type":"span","marks":["em"],"text":"behave "},{"_key":"a283887c356e2","_type":"span","marks":[],"text":"our values. The relationship between values and culture is dynamic and mutually reinforcing."}],"markDefs":[],"style":"normal"},{"_key":"d9af7a1184fb","_type":"block","children":[{"_key":"76aba0f02ee00","_type":"span","marks":[],"text":"Think about it like a team of double tennis players. When one player improves, it helps the other player improve. Then as soon as the second player starts to improve, the original player can improve more… "},{"_key":"76aba0f02ee01","_type":"span","marks":["em"],"text":"ad infinitum"},{"_key":"76aba0f02ee02","_type":"span","marks":[],"text":". Each player’s improvement benefits from and feeds the other player. Their performance skyrockets."}],"markDefs":[],"style":"normal"},{"_key":"1abb7c29ed20","_type":"block","children":[{"_key":"13e2acc594ff0","_type":"span","marks":[],"text":"Values and culture work the same way. Clarified values help strengthen a company’s culture. A stronger culture then helps strengthen the ability to serve values. A stronger sense of values then again helps strengthen the culture… "},{"_key":"13e2acc594ff1","_type":"span","marks":["em"],"text":"ad infinitum."}],"markDefs":[],"style":"normal"},{"_key":"3ab035d48b65","_type":"block","children":[{"_key":"f9160ade22200","_type":"span","marks":[],"text":"So don’t make the all-too-common mistake of letting your values just be pretty words on the wall."}],"markDefs":[],"style":"normal"},{"_key":"66c3ed127e8f","_type":"block","children":[{"_key":"5421c37803c90","_type":"span","marks":[],"text":"Define your values. Define them by action. Watch your company culture grow unstoppable."}],"markDefs":[],"style":"normal"},{"_key":"6db8571c0278","_type":"block","children":[{"_key":"9d24c8018998","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"15255fb5bba1","_type":"contentEditorSpacer","height":100},{"_key":"43f699e363b8","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-04-13","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"9262d3bb1403","_type":"block","children":[{"_key":"6e9e70aa34e9","_type":"span","marks":[],"text":"It’s common for companies to paint their values in big, bright letters on their walls. But in doing so, many lack a crucial ingredient for actually making these values effective. Here’s how to avoid it and come out on top."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-96d530776512167ec529f020f9679c5f7fb1f2f7-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"a3133a14d47f","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"},{"_key":"0dc6f0f2ca05","_ref":"f6304567-f380-4e99-9b8e-e7630b26f228","_type":"reference"},{"_key":"65ec2edfc497","_ref":"cc3ef746-3022-4271-b987-623ad1e0ff4a","_type":"reference"}],"seo":{"_type":"seo","description":"Transform your company values from mere words on a wall into actionable principles that strengthen culture and boost performance.","title":"Define Company Values Effectively: Avoid Words on a Wall | The Attributes"},"shortDesc":"It’s common for companies to paint their values in big, bright letters on their walls.  But in doing so, many lack a crucial ingredient for actually making these values effective. Here’s how to avoid it and come out on top.","showAssessmentTool":null,"slug":{"_type":"slug","current":"dont-let-your-company-values-just-be-words-on-a-wall"},"socialSharing":{"desc":"It’s common for companies to paint their values in big, bright letters on their walls.  But in doing so, many lack a crucial ingredient for actually making these values effective. Here’s how to avoid it and come out on top.","image":{"_type":"image","asset":{"_ref":"image-4e374f05ba719fa8e5a6dbe35e61e92044931d88-2000x1334-png","_type":"reference"}},"title":"Don’t Let Your Company Values Just be Words on a Wall"},"title":"Don’t Let Your Company Values Just be Words on a Wall","top_banner":null},{"_id":"c8fa9912-d05c-4be6-9761-9f3b714d8493","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"7791bd6b69ff","_type":"block","children":[{"_key":"112ec17e481a","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"0141ec34370e","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"0e1214117696","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"ed604f68f03a","_type":"block","children":[{"_key":"8b416a12967f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"254dff1d5290","_type":"block","children":[{"_key":"8d234053d390","_type":"span","marks":[],"text":"We are neurologically designed to answer questions. Our brains do this constantly without us noticing; we see something, say a coffee mug, and that information bounces through our occipital lobe (kind of a catalog of everything we’ve seen before) and assigns a designation (mug). Then that information travels to our hippocampus; which is a collection of experiences and contexts. Once there, it asks about how the mug relates to the current environmental experience; i.e. the mug is sitting on the table at breakfast...it must be a coffee mug. This constant questioning and answering allows us to make sense of the world around us. "}],"markDefs":[],"style":"normal"},{"_key":"c106c4ad7eca","_type":"block","children":[{"_key":"872abc8a732a","_type":"span","marks":[],"text":"If we see something that can’t be recognized, or goes against what is already in our catalog - we feel confusion or uncertainty (someone pours motor oil into the mug….haven’t seen that before!) This process all takes place in milliseconds - without much conscious thought on our part. But what’s important to realize - is what happens when we put conscious thought into the process. When we consciously insert a question into our frontal lobe, our brain automatically starts coming up with answers. This can come in handy, but only if we ask ourselves the right questions."}],"markDefs":[],"style":"normal"},{"_key":"eaff3928d1b2","_type":"block","children":[{"_key":"c4200c67b1a10","_type":"span","marks":[],"text":"Oftentimes, when we ask ourselves a question, we come at it from the wrong way. We ask, “Why am I so bad at this?”, “Why does this always happen to me?” or even “What’s wrong with me?” Our brain is designed to automatically start giving us answers. The problem is that those answers won’t be very empowering, and they probably aren’t necessarily even accurate."}],"markDefs":[],"style":"normal"},{"_key":"65928876cfa8","_type":"block","children":[{"_key":"c4c4db03bd960","_type":"span","marks":[],"text":"Every high-performing team, or high-performing human that I’ve ever met, all understand the power of asking better questions. When we ask better questions, our brain gives us better answers. The key is to consciously take charge of the quality of our questions. Instead of those negative questions that pop into our brains, we could instead ask “What can I learn here?” or “How can I do better?” or even “Who is here to help me?” When you first do this, there will be one or two quick answers that come to mind. The key is to not let yourself off the hook. Keep digging, and you’ll come to some great answers that allow you to be inspired, take action, and perform at your best."}],"markDefs":[],"style":"normal"},{"_key":"9ad53ea3e405","_type":"block","children":[{"_key":"22acc317bcd60","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5ab1442d20e4","_type":"block","children":[{"_key":"a7d258c697b5","_type":"span","marks":["strong"],"text":"Different Types of Questions to Ask"}],"markDefs":[],"style":"normal"},{"_key":"1032632f432b","_type":"block","children":[{"_key":"c0be05c2815b0","_type":"span","marks":[],"text":"Different types of questions lead to different types of answers. There are three different types of questions that we can ask:"}],"markDefs":[],"style":"normal"},{"_key":"b0e4c464dd7e","_type":"block","children":[{"_key":"4e6c3778d06b0","_type":"span","marks":["strong"],"text":"Closed Questions. "},{"_key":"9c52ae96bdbd","_type":"span","marks":[],"text":"These questions can only be answered with “yes” or “no.” We typically ask closed questions when we are looking to collect data. An example of a closed question is “Did you enjoy the roller-coaster?”"},{"_key":"76c8e7045adc","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"f190e9c1f7c9","_type":"block","children":[{"_key":"edb8772790eb0","_type":"span","marks":["strong"],"text":"Leading Questions. "},{"_key":"c1a31d824e18","_type":"span","marks":[],"text":"These questions can be answered in a long or short answer. We typically ask leading questions when we assume something about a person and are looking to lead them further down that road. An example of a leading question is “How did you enjoy the roller-coaster?”"},{"_key":"13c179243efd","_type":"span","marks":[],"text":""}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c4f662ae15c5","_type":"block","children":[{"_key":"f3bc01ce95b40","_type":"span","marks":["strong"],"text":"Open-ended Questions. "},{"_key":"601eb55baf30","_type":"span","marks":[],"text":"These questions can be answered in long or short answers as well. We typically ask open-ended questions when we want more information than a closed question and when we don’t assume anything about the person. An example of an open-ended question is “What did you think about the roller-coaster?”"}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3f338fb0934f","_type":"block","children":[{"_key":"5b37777c5aac0","_type":"span","marks":[],"text":"We can ask ourselves better questions by staying away from closed and leading questions, and just asking open-ended questions. Open-ended questions allow our brains to think more widely than the other types of questions."}],"markDefs":[],"style":"normal"},{"_key":"d5dd40437dac","_type":"block","children":[{"_key":"ae191f6915a00","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1d7f179a13ef","_type":"block","children":[{"_key":"715376d433bd","_type":"span","marks":["strong"],"text":"Questions to Ask Yourself"}],"markDefs":[],"style":"normal"},{"_key":"7d4e036678ee","_type":"block","children":[{"_key":"66de10187cd60","_type":"span","marks":[],"text":"Asking better questions can help you take control of difficult situations. Asking questions can help you deal with your anger, help you out of a rut, or even help soothe depression. The quality of your life is directly proportional to the quality of questions you ask yourself on a consistent basis."}],"markDefs":[],"style":"normal"},{"_key":"6cb98357ed74","_type":"block","children":[{"_key":"1376acac8e440","_type":"span","marks":[],"text":"If you came to this blog looking for the magic question that will answer all your woes, I’m sorry but I don’t have that for you. Each situation (and question) is completely unique and subjective to you, so I can’t give you one that will save the day each time. What I can tell you is there is one question you can always ask yourself: “What’s a better question I can ask right now?”"}],"markDefs":[],"style":"normal"},{"_key":"50d739b3e877","_type":"block","children":[{"_key":"0fb1a87741620","_type":"span","marks":[],"text":"When my wife and I had to quarantine during COVID-19, it was a difficult time for both of us, and of course we had some bad days. During those bad days, our solace was taking our dog for walks around the block. One particularly rough day, we were arguing with ourselves and with each other about a lot of different things, so I suggested we take a walk."}],"markDefs":[],"style":"normal"},{"_key":"e8ace54f95b2","_type":"block","children":[{"_key":"08ed17c6559f0","_type":"span","marks":[],"text":"On our first lap of the walk, we vented to each other. Anything we could think of to complain about, we did. On our second lap of the walk, we asked each other “What are better questions we can be asking right now?” On the third and fourth laps, we came up with better questions to ask ourselves. And, on the last few laps, we found better answers for those questions that allowed us to move toward solutions."}],"markDefs":[],"style":"normal"},{"_key":"93da44496b2c","_type":"block","children":[{"_key":"ec2f87d8ee8b0","_type":"span","marks":[],"text":"The more we ask ourselves questions, the more we’ll be forced to find answers. We won’t always be asking ourselves the best questions the first time around, so all of those answers might not be helpful, but if you keep asking better questions, you’re bound to find some gems that will help you perform at your best and move forward."}],"markDefs":[],"style":"normal"},{"_key":"2e9cbf77b3b8","_type":"block","children":[{"_key":"0bdb71953a150","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"78be782c945e","_type":"contentEditorSpacer","height":80},{"_key":"fcbff8b605f7","_type":"block","children":[{"_key":"51b0f0a18d28","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7d1184623e0d","_type":"downloadBlockWithBookImage","description":"Get the first chapter of The Attributes today and discover what your attributes are and how to use them to your advantage.","title":"Download the first chapter for free!"},{"_key":"456efb925fcd","_type":"block","children":[{"_key":"61717cb8a146","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"266438b6af49","_type":"contentEditorSpacer","height":100},{"_key":"79d63dd9b2ce","_type":"block","children":[{"_key":"6814fe986a62","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f3e390fce52c","_type":"block","children":[{"_key":"7729ced92bb9","_type":"span","marks":["strong"],"text":"Asking Yourself Questions"}],"markDefs":[],"style":"normal"},{"_key":"443759cfcc4e","_type":"block","children":[{"_key":"9f87119105a70","_type":"span","marks":[],"text":"The first step toward asking better questions? Just start asking. Try this exercise to see what that could look like:"}],"markDefs":[],"style":"normal"},{"_key":"41e5c3e5ddc6","_type":"block","children":[{"_key":"f93a03ddd3930","_type":"span","marks":[],"text":"1. Gather a blank sheet of paper, a pen and a timer."}],"markDefs":[],"style":"normal"},{"_key":"d30233a7a779","_type":"block","children":[{"_key":"87c96617c4470","_type":"span","marks":[],"text":"2."},{"_key":"87c96617c4471","_type":"span","marks":[],"text":" "},{"_key":"87c96617c4472","_type":"span","marks":[],"text":"Set the timer for two minutes."}],"markDefs":[],"style":"normal"},{"_key":"86178de5d0a2","_type":"block","children":[{"_key":"29d2489c37310","_type":"span","marks":[],"text":"3."},{"_key":"29d2489c37311","_type":"span","marks":[],"text":" "},{"_key":"29d2489c37312","_type":"span","marks":[],"text":"At the top of the paper, write an open-ended question."}],"markDefs":[],"style":"normal"},{"_key":"8c38e09c1a59","_type":"block","children":[{"_key":"d00267e153a00","_type":"span","marks":[],"text":"4."},{"_key":"d00267e153a01","_type":"span","marks":[],"text":" "},{"_key":"d00267e153a02","_type":"span","marks":[],"text":"Start the timer and start scribbling answers to your question. Don’t worry about how practical they are, how “good” your questions are, or your spelling and grammar."}],"markDefs":[],"style":"normal"},{"_key":"d7c69342506b","_type":"block","children":[{"_key":"97e1010bddc80","_type":"span","marks":[],"text":"5."},{"_key":"97e1010bddc81","_type":"span","marks":[],"text":" "},{"_key":"97e1010bddc82","_type":"span","marks":[],"text":"When the timer goes off, stop writing."}],"markDefs":[],"style":"normal"},{"_key":"b82bb19ab682","_type":"block","children":[{"_key":"28599ded65980","_type":"span","marks":[],"text":"After this exercise, you should have a full list of answers in front of you. Some may be practical, some may be crazy. The specific answers don’t matter — what matters is you lodged a question in your frontal lobe and came up with answers."}],"markDefs":[],"style":"normal"},{"_key":"7cf19d3f3ba8","_type":"block","children":[{"_key":"0870008dc5c20","_type":"span","marks":[],"text":"Not all question-and-answer sessions with yourself will look like this, but they can. If you are struggling, start asking yourself questions. If you’ve completed this exercise, you are more than capable of coming up with better questions and answers."}],"markDefs":[],"style":"normal"},{"_key":"0827392ebb8f","_type":"block","children":[{"_key":"b4987bcf32670","_type":"span","marks":["strong"],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3d39686a9906","_type":"block","children":[{"_key":"77d18bf8f810","_type":"span","marks":["strong"],"text":"Start Asking Questions"}],"markDefs":[],"style":"normal"},{"_key":"6a92ea34dd7f","_type":"block","children":[{"_key":"140dc977df1d0","_type":"span","marks":[],"text":"The quality of our lives is directly proportional to the quality of the questions we ask ourselves on a regular basis. These questions should be open-ended to open yourself to a variety of possibilities. These questions (and answers) should get progressively better when you constantly challenge yourself to find answers and ask better questions. If you get stuck, just ask: “What’s a better question I can ask right now?”"}],"markDefs":[],"style":"normal"},{"_key":"10e69b830132","_type":"block","children":[{"_key":"fffd2bbac16f0","_type":"span","marks":[],"text":"Good luck!"}],"markDefs":[],"style":"normal"},{"_key":"b156aecab896","_type":"block","children":[{"_key":"ea2f1df2b1410","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"50e5209604b5","_type":"contentEditorSpacer","height":100},{"_key":"3a9b0dbe718a","_type":"block","children":[{"_key":"af98da89d0c6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"836a4f01a6ed","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://www.facebook.com/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/RichDiviney"},{"_key":"2c9d7e43b306","_type":"block","children":[{"_key":"8b042d35563a","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}]},"date":"2021-11-17","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"54102dacae4f","_type":"block","children":[{"_key":"dc011241745e","_type":"span","marks":[],"text":"When we ask ourselves a question, our brains immediately begin to search for an answer. That’s just how we’re wired. What did I do wrong? Why is this so hard? As you read those two questions, you may have found yourself coming up with some answers that weren’t doing you any good or just flat out killing your mood. This is because the quality of our lives is directly proportional to the quality of the questions we ask ourselves. With this being said, now it’s time we ask ourselves “What’s a better question to ask?” Here’s what you need to know."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-deb1736eab58d3baf39b368576193f8a90aac6f4-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"11aacba511a3","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"1f9965294584","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"},{"_key":"bd3f83e75fa5","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"}],"seo":{"_type":"seo","description":"Unlock your potential by learning to ask better questions! Discover how the right inquiries can boost your energy and performance.","title":"Unlock Your Potential: Generate Positive Energy With Better Questions"},"shortDesc":"When we ask ourselves a question, our brains immediately begin to search for an answer. That’s just how we’re wired. What did I do wrong? Why is this so hard? As you read those two questions, you may have found yourself coming up with some answers that weren’t doing you any good or just flat out killing your mood. This is because the quality of our lives is directly proportional to the quality of the questions we ask ourselves. With this being said, now it’s time we ask ourselves “What’s a better question to ask?” Here’s what you need to know.","showAssessmentTool":false,"slug":{"_type":"slug","current":"generating-positive-energy-through-the-questions-we-ask"},"socialSharing":{"desc":"When we ask ourselves a question, our brains immediately begin to search for an answer. That’s just how we’re wired. What did I do wrong? Why is this so hard? As you read those two questions, you may have found yourself coming up with some answers that weren’t doing you any good or just flat out killing your mood. This is because the quality of our lives are directly proportional to the quality of the questions we ask ourselves. With this being said, now it’s time we ask ourselves “What’s a better question to ask?” Here’s what you need to know.","image":{"_type":"image","asset":{"_ref":"image-938ab3862d1772e453d28b902c7838f4096b5b95-1000x667-png","_type":"reference"}},"title":"Generating Positive Energy Through the Questions We Ask"},"title":"Generating Positive Energy Through the Questions We Ask","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE","show":true}},{"_id":"cc3ef746-3022-4271-b987-623ad1e0ff4a","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"f6ab6ce57032","_type":"block","children":[{"_key":"a1bab685cbef","_type":"span","marks":[],"text":"Navy SEALs are known to be among some of the grittiest people on the planet."}],"markDefs":[],"style":"normal"},{"_key":"689baa773a34","_type":"block","children":[{"_key":"a1f6443b3fd1","_type":"span","marks":[],"text":"To become a SEAL, one of the many things you have to get through during training is a period called Hell Week. Hell Week starts on a Sunday afternoon and goes until the following Friday afternoon. It involves, among other things, being woken by blank machine-gun fire, sprayed by cold fire hoses, and forced to run hundreds of miles on a beach holding a boat over your head. You get just five hours of sleep—for the whole week."}],"markDefs":[],"style":"normal"},{"_key":"b237dfa791bb","_type":"block","children":[{"_key":"1b19319dc165","_type":"span","marks":[],"text":"So it’s no wonder that people are constantly asking me about improving grit and… if there’s a secret to pushing through challenges, no matter how miserable."}],"markDefs":[],"style":"normal"},{"_key":"5335d31ee74c","_type":"block","children":[{"_key":"54f7f420637e","_type":"span","marks":[],"text":"There is."}],"markDefs":[],"style":"normal"},{"_key":"550c97867f48","_type":"block","children":[{"_key":"e62b2a865f40","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ad80ea137533","_type":"block","children":[{"_key":"45627469854d","_type":"span","marks":["strong"],"text":"Grit and its Attributes"}],"markDefs":[],"style":"normal"},{"_key":"864375ec89bd","_type":"block","children":[{"_key":"c359dce9a1d9","_type":"span","marks":[],"text":"First of all, Grit is not a singular thing, it’s a conglomeration of four attributes. It starts with courage—the ability to step into uncertainty, challenge, and/or fear. Second is perseverance—the ability to keep pushing through the challenge or environment. Third comes adaptability—the ability to adjust to an uncertain environment as it inevitably changes around you. And finally, there’s resilience, which is the ability to recover from all this and get back to baseline."}],"markDefs":[],"style":"normal"},{"_key":"950e9d245ac4","_type":"block","children":[{"_key":"dd7f945b52fa","_type":"span","marks":[],"text":"These attributes can be called upon and developed in a wide variety of circumstances, obvious or not."}],"markDefs":[],"style":"normal"},{"_key":"4c4766ad8f7d","_type":"block","children":[{"_key":"6c2c5413f3b8","_type":"span","marks":[],"text":"For example, one of my first experiences of grit was when my dad made my brother and I ride our bikes everywhere as kids (he didn’t want Mom to be “a taxicab”). When we started playing football, we had to ride all the way across town in full football gear."}],"markDefs":[],"style":"normal"},{"_key":"7a53a80abf73","_type":"block","children":[{"_key":"9661f6cbdf0a","_type":"span","marks":[],"text":"This took courage because biking across town in football gear felt pretty embarrassing."}],"markDefs":[],"style":"normal"},{"_key":"16f6318043c4","_type":"block","children":[{"_key":"a63b22fea5ff","_type":"span","marks":[],"text":"It took perseverance because it demanded high amounts of physical and mental effort."}],"markDefs":[],"style":"normal"},{"_key":"249be4946ec7","_type":"block","children":[{"_key":"fa616b95dd93","_type":"span","marks":[],"text":"It took adaptability because riding a bicycle in full football gear, on main roads, is not something that we were used to. There were a lot of adjustments that had to be made in terms of our visibility alone (the good news is that we were well-protected I guess)."}],"markDefs":[],"style":"normal"},{"_key":"3260eb3d1c35","_type":"block","children":[{"_key":"d1d7f5fe3e39","_type":"span","marks":[],"text":"And it took resilience, because once we got to practice, we had to transition into football mode, and when we got home, we had to be ready for dinner with our parents. Plus, we had to get up the next day and do it all over again."}],"markDefs":[],"style":"normal"},{"_key":"59dc68411d26","_type":"block","children":[{"_key":"c62b98a95767","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f52f840353b6","_type":"block","children":[{"_key":"5a9a3ef7d45e","_type":"span","marks":["strong"],"text":"Getting grittier"}],"markDefs":[],"style":"normal"},{"_key":"e14e0684c4d5","_type":"block","children":[{"_key":"14875d8a8a9a","_type":"span","marks":[],"text":"When I began to work to figure out what makes SEALs gritty, I realized that all of my SEAL teammates have similar stories (this goes for other champions of grit as well, like care providers or cancer survivors)."}],"markDefs":[],"style":"normal"},{"_key":"ccae23455465","_type":"block","children":[{"_key":"7a8f8f100f4a","_type":"span","marks":[],"text":"They all had experiences like mine where they needed to act with courage, perseverance, adaptability, and resilience. "},{"_key":"cbf153355f76","_type":"span","marks":["em"],"text":"Then"},{"_key":"7ed9531fac66","_type":"span","marks":[],"text":" they kept applying these attributes every time there was a challenge presenting itself. This enabled all of us to get grittier and grittier – so by the time we got to SEAL training, we knew exactly how to do it."}],"markDefs":[],"style":"normal"},{"_key":"38b732bc4239","_type":"block","children":[{"_key":"2a2ab4f57c60","_type":"span","marks":[],"text":"The fantastic news is that you’ve got the seeds of grit in you too, and you’ve probably had experiences where you’ve had to use them."}],"markDefs":[],"style":"normal"},{"_key":"1f0c9cb00580","_type":"block","children":[{"_key":"77174fd55c940","_type":"span","marks":[],"text":"All you need to do is continue to use them to keep getting grittier."}],"markDefs":[],"style":"normal"},{"_key":"d8e3267e5595","_type":"contentEditorSpacer","height":80},{"_key":"afd6999ba532","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"893dc4cb84c2","_type":"contentEditorSpacer","height":100},{"_key":"ad7a62da80ef","_type":"block","children":[{"_key":"5de4a6ccb488","_type":"span","marks":["strong"],"text":"Recognize your seeds of grit"}],"markDefs":[],"style":"normal"},{"_key":"f93757c19c71","_type":"block","children":[{"_key":"1b99572e55530","_type":"span","marks":[],"text":"Start by recalling examples of times during which you’ve been gritty. Ask yourself about grit in general: when did you get through something tough? Then ask yourself about the specific attributes. What are some examples of times in which you were courageous, persevering, adaptable, or resilient, even in a small way?"}],"markDefs":[],"style":"normal"},{"_key":"66f6b45fe03d","_type":"block","children":[{"_key":"9851be5613540","_type":"span","marks":[],"text":"You’ll find you’ve got much more experience under your belt than you know."}],"markDefs":[],"style":"normal"},{"_key":"50a18b090a39","_type":"block","children":[{"_key":"8b6ae4aa611e0","_type":"span","marks":[],"text":"Use this experience to learn more about what influences and motivates you. And take pride in what you’ve done. That’s important—it’ll help you more confidently step into the next challenge."}],"markDefs":[],"style":"normal"},{"_key":"21d8b6d5776d","_type":"block","children":[{"_key":"e7aed32dfdb2","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e76eaa8f63ca","_type":"block","children":[{"_key":"75970342db87","_type":"span","marks":["strong"],"text":"Practice your grit"}],"markDefs":[],"style":"normal"},{"_key":"31eee20b5197","_type":"block","children":[{"_key":"e611663546e00","_type":"span","marks":[],"text":"Intentionally plan activities outside of your comfort zone, keeping these specific attributes in mind. Some examples could include improv courses if you’re afraid of public speaking (courage), volunteering for double shifts (perseverance), riding your bike to work if you usually drive (adaptability), or only letting yourself regret a mistake for two minutes before getting back to business (resilience)."}],"markDefs":[],"style":"normal"},{"_key":"89b508268f24","_type":"block","children":[{"_key":"4c8813d51ea10","_type":"span","marks":[],"text":"Be on the lookout for opportunities to practice grit and its attributes. They’re everywhere."}],"markDefs":[],"style":"normal"},{"_key":"3a74a4797cc1","_type":"block","children":[{"_key":"8c981bca3552","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"8691089df438","_type":"block","children":[{"_key":"531f190084ab","_type":"span","marks":["strong"],"text":"One more grit trick"}],"markDefs":[],"style":"normal"},{"_key":"6eefdbbf8108","_type":"block","children":[{"_key":"35344f669cc3","_type":"span","marks":[],"text":"Grit is all about finding what’s already in you, and then continuing to develop it. The more you practice pushing through, the more naturally you’ll find yourself doing it."}],"markDefs":[],"style":"normal"},{"_key":"abac1064f21e","_type":"block","children":[{"_key":"d41abc3aa3160","_type":"span","marks":[],"text":"But there is one other surprising thing that can enhance your grit—and it’s so important that literally all gritty people have a preponderance of it: it’s the attribute of compartmentalization."}],"markDefs":[],"style":"normal"},{"_key":"de2b28bac26d","_type":"block","children":[{"_key":"8be3dca5149d","_type":"span","marks":[],"text":"I’ll explain why it’s so powerful and the neuroscience behind it in the next newsletter."}],"markDefs":[],"style":"normal"},{"_key":"289cdbd548ae","_type":"block","children":[{"_key":"589d04902229","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"de9cb3d1435a","_type":"contentEditorSpacer","height":100},{"_key":"ce0849ae41a1","_type":"authorBlock","description":"Rich Diviney draws on 20+ years as a Navy SEAL Officer— including 13 overseas deployments and leading the selection of the military’s most elite performers—to reveal what truly drives human potential. As the author of The Attributes and Masters of Uncertainty, he helps people strengthen resilience, adaptability, and leadership in the moments that matter most. Join Rich on social media for real-world lessons, mindset tools, and behind-the-scenes insights on thriving in stress, challenge, and change.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@rich_diviney?lang=en","title":"Rich Diviney","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-02-02","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"83b24c73371c","_type":"block","children":[{"_key":"a28f894a8431","_type":"span","marks":[],"text":"It’s no wonder that people are constantly asking me about improving grit and... if there’s a secret to pushing through challenges, no matter how miserable... there is."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-e04b4fca6a95821ecc1b84892ebd98453da8ea09-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":false,"relatedPosts":[{"_key":"08dcadc55683","_ref":"6c6a2532-87f7-4258-9303-711ce22b81ce","_type":"reference"}],"seo":{"_type":"seo","description":"Discover secrets to developing Navy SEAL-level grit with Rich Diviney. Learn how to cultivate courage, resilience, & adaptability.","title":"Discover the Secrets of Navy SEAL Grit: Boost Your Resilience & Strengths"},"shortDesc":"It’s no wonder that people are constantly asking me about improving grit and... if there’s a secret to pushing through challenges, no matter how miserable... there is.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-secret-to-navy-seal-level-grit"},"socialSharing":{"desc":"It’s no wonder that people are constantly asking me about improving grit and... if there’s a secret to pushing through challenges, no matter how miserable... there is.","image":{"_type":"image","asset":{"_ref":"image-4025f34f62abe439189c7efc0aa47dc129dc4dab-2000x1334-png","_type":"reference"}},"title":"The Secret to Navy SEAL Level Grit"},"title":"The Secret to Navy SEAL Level Grit","top_banner":null},{"_id":"ce84cf41-5c60-40f5-93de-29cb5521ad0f","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"9dcd080536fa","_type":"block","children":[{"_key":"3d6722afafa3","_type":"span","marks":[],"text":"A strong company culture isn’t just nice to have—it’s essential. According to a 2022 study published by Forbes, "},{"_key":"578b7c5a8d2c","_type":"span","marks":["fc9d5af073a5"],"text":"71%"},{"_key":"707fae0d9a97","_type":"span","marks":[],"text":" of employees would consider leaving their job if they felt their company culture was deteriorating. This statistic highlights a critical challenge: in the virtual environments where many of us now operate, traditional methods of culture-building don’t quite suffice."}],"markDefs":[{"_key":"fc9d5af073a5","_type":"link","href":"https://www.forbes.com/sites/paulamorgan/2022/08/19/understanding-the-importance-of-corporate-culture-after-the-great-resignation/?sh=45bda59918cd"}],"style":"normal"},{"_key":"ade145eb5664","_type":"block","children":[{"_key":"2d7cf6ca543f0","_type":"span","marks":[],"text":"Simply putting up a plaque that declares, “We value innovation, creativity, and initiative” is as effective at driving real change as buying new running shoes is at getting you in shape. Consider innovation as a value - it could be exemplified through behaviors such as:"}],"markDefs":[],"style":"normal"},{"_key":"ed1ea732b6c6","_type":"block","children":[{"_key":"aac83f8876f40","_type":"span","marks":[],"text":"Encouraging calculated risks that foster innovation, acknowledging that failure is often a stepping stone to success."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"934af25f484f","_type":"block","children":[{"_key":"42d51bc1a5530","_type":"span","marks":[],"text":"Celebrating innovative efforts at all levels, whether it's through formal recognition programs, informal praise, or other forms of acknowledgment. formal and informal recognition."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"609514af728b","_type":"block","children":[{"_key":"a300d3120b740","_type":"span","marks":[],"text":"Promoting out-of-the-box thinking to challenge norms and create new solutions."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"b41b28218ff6","_type":"block","children":[{"_key":"ad1dc73353b70","_type":"span","marks":[],"text":"True leadership involves being clear about (as well as modeling & rewarding for) specific behaviors that exemplify core values, coupled with tangible actions that embed those behaviors in the team’s day-to-day operations—especially when managing remote workers."}],"markDefs":[],"style":"normal"},{"_key":"7e423b8e2258","_type":"block","children":[{"_key":"88f9d0c2a9d5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"016820c4005f","_type":"block","children":[{"_key":"c04ac2baba28","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4be270563f0e","_type":"block","children":[{"_key":"b602e253e0fd0","_type":"span","marks":["strong"],"text":"Overcoming Remote Work Challenges"}],"markDefs":[],"style":"normal"},{"_key":"55ff16093719","_type":"block","children":[{"_key":"32f66cfbbf0e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f145f59dbe9b","_type":"block","children":[{"_key":"3e9113f9c97b0","_type":"span","marks":[],"text":"Knowing what your values are and what types of behaviors you want to drive is only half of the equation. The other crucial aspect is about creating opportunities for these behaviors to manifest, which can be particularly challenging in remote settings where \"water-cooler\" moments are scarce, and communication often happens in silos."}],"markDefs":[],"style":"normal"},{"_key":"54b90c9dd57b","_type":"block","children":[{"_key":"6e5cee234f600","_type":"span","marks":[],"text":"To replicate the spontaneous interactions that spark new connections and build bonds in physical offices, remote teams need to employ inventive strategies. Virtual coffee breaks, casual video calls, and dynamic non-work-related chat channels can play a significant role in maintaining the necessary interpersonal warmth and collaborative spirit. Here are a few strategies to ensure that virtual teams are every bit as cohesive and unified as their in-office counterparts:"}],"markDefs":[],"style":"normal"},{"_key":"9eef83e50421","_type":"block","children":[{"_key":"0363499dcf46","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"6e39af71c47f","_type":"block","children":[{"_key":"31eaae40c65e","_type":"span","marks":[],"text":"  1.  Virtual Coffee Breaks or Social Hours:"}],"markDefs":[],"style":"normal"},{"_key":"5a564e05ff11","_type":"block","children":[{"_key":"3fc98e4470620","_type":"span","marks":[],"text":"Schedule regular, informal video calls that have no agenda other than to chat and catch up on non-work topics."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"ec80116bf298","_type":"block","children":[{"_key":"a4aa44859085","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"45010bad3cde","_type":"block","children":[{"_key":"44ac60aea720","_type":"span","marks":[],"text":"  2.  Interest-Based Groups or Channels:"}],"markDefs":[],"style":"normal"},{"_key":"a8450851e492","_type":"block","children":[{"_key":"473e1ea1b36a0","_type":"span","marks":[],"text":"Set up chat channels based on common interests (e.g., books, music, fitness) to help team members connect over shared hobbies."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"3f573846dc08","_type":"block","children":[{"_key":"76fff9ba99690","_type":"span","marks":[],"text":"Encourage informal, peer-led learning sessions where team members can teach others about an interest or skill."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1e9582b7163b","_type":"block","children":[{"_key":"1790dfdf3aad","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"0dac1aa784eb","_type":"block","children":[{"_key":"357297a76f64","_type":"span","marks":[],"text":"  3.  'Get to Know You' Sessions:"}],"markDefs":[],"style":"normal"},{"_key":"51633b43ef23","_type":"block","children":[{"_key":"492f7210f3ba0","_type":"span","marks":[],"text":"Organize monthly sessions where a team member presents something unique about their background, interests, or skills that might not be widely known."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"a67b81cc2084","_type":"block","children":[{"_key":"5f2b1402da190","_type":"span","marks":[],"text":"Use these sessions to celebrate individuality and diversity within the team."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"1a51bb434751","_type":"block","children":[{"_key":"aeed6abe7b0f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ef085a3acb09","_type":"block","children":[{"_key":"f8186dc90e01","_type":"span","marks":[],"text":"  4.  Virtual Team Building Activities:"}],"markDefs":[],"style":"normal"},{"_key":"779d91615fd8","_type":"block","children":[{"_key":"b9bd8ab4dec50","_type":"span","marks":[],"text":"Host regular virtual team-building activities like online games, quizzes, or escape rooms. Consider activities that can be done asynchronously to accommodate different time zones."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"c42564ce8a19","_type":"block","children":[{"_key":"a263c02cafc7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ae009a446800","_type":"block","children":[{"_key":"2fa8579e96ec","_type":"span","marks":[],"text":"  5.  Recognition and Celebration:"}],"markDefs":[],"style":"normal"},{"_key":"e66c9e1d5fd8","_type":"block","children":[{"_key":"094176cc2b8c0","_type":"span","marks":[],"text":"Create a culture of recognition by celebrating both personal and professional milestones, such as work anniversaries, birthdays, and professional achievements."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"90b643d0d1d7","_type":"block","children":[{"_key":"a095ac0a6686","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4e96fe829586","_type":"block","children":[{"_key":"be98aceaeed8","_type":"span","marks":[],"text":"  6.  Interactive and Engaging Meetings:"}],"markDefs":[],"style":"normal"},{"_key":"ea32a290e328","_type":"block","children":[{"_key":"9e20c60104d60","_type":"span","marks":[],"text":"Start meetings with a fun icebreaker or a quick round of personal good news to warm up the conversation."}],"level":2,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"fe8fac2bed42","_type":"block","children":[{"_key":"0c4fcc1b710e0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"3b82f25630cd","_type":"block","children":[{"_key":"dbec8246e4c70","_type":"span","marks":[],"text":"Every company has values; whether or not they are communicated clearly and team members are given opportunities to embody those values is another story."}],"markDefs":[],"style":"normal"},{"_key":"c480e6b7c975","_type":"block","children":[{"_key":"2c1f42e53b480","_type":"span","marks":[],"text":"\nAt The Attributes Inc, we can help you to truly get to know your team:  Our "},{"_key":"4951daeae337","_type":"span","marks":["38df988b6c3e"],"text":"Discover Your Team Attributes workshop"},{"_key":"04cf416a69d5","_type":"span","marks":[],"text":" equips you with the tools you need to identify your team members' inherent strengths and uncover how they can best be aligned with your organization's goals. By understanding your team's unique attributes, you can build a more cohesive unit that thrives in challenging environments."}],"markDefs":[{"_key":"38df988b6c3e","_type":"link","href":"https://theattributes.com/consulting/workshops/discover-your-team-attributes"}],"style":"normal"}]},"date":"2024-04-30","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"73251b66ac8e","_type":"block","children":[{"_key":"df76dc1269b8","_type":"span","marks":[],"text":"A strong company culture isn’t just nice to have—it’s essential. According to a 2022 study published by Forbes, 71% of employees would consider leaving their job if they felt their company culture was deteriorating. This statistic highlights a critical challenge: in the virtual environments where many of us now operate, traditional methods of culture-building don’t quite suffice."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-a81e6687834e353281242713ecb147f8ba09ea69-1440x275-png","_type":"reference"}},"hideBlog":false,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"a10027469994","_ref":"d6330054-0c24-497f-9a8f-e38b1db91a3f","_type":"reference"},{"_key":"595234f411d5","_ref":"28135aad-6d87-49f2-bf53-1b2b21c88b53","_type":"reference"},{"_key":"064428d4c569","_ref":"c7414e7d-6057-47e2-8c76-b0ce0a9133da","_type":"reference"}],"seo":{"_type":"seo","description":"Strategies for enhancing virtual team performance and building a strong culture in remote settings. Insights from Rich Diviney.","title":"Can Virtual Teams Perform Optimally? How to Build Strong Culture Online"},"shortDesc":"A strong company culture isn’t just nice to have—it’s essential. According to a 2022 study published by Forbes, 71% of employees would consider leaving their job if they felt their company culture was deteriorating. This statistic highlights a critical challenge: in the virtual environments where many of us now operate, traditional methods of culture-building don’t quite suffice.","showAssessmentTool":null,"slug":{"_type":"slug","current":"can-virtual-teams-perform-optimally"},"socialSharing":{"desc":"A strong company culture isn’t just nice to have—it’s essential. According to a 2022 study published by Forbes, 71% of employees would consider leaving their job if they felt their company culture was deteriorating. This statistic highlights a critical challenge: in the virtual environments where many of us now operate, traditional methods of culture-building don’t quite suffice.","image":{"_type":"image","asset":{"_ref":"image-1ade2303b5ce32443f7922bb941effc644ed68c1-1000x667-png","_type":"reference"}},"title":"Can Virtual Teams Perform Optimally?"},"title":"Can Virtual Teams Perform Optimally?","top_banner":{"center_content":";","left_content":";","link":";","right_content":";","show":false}},{"_id":"d29fcb95-95d4-43ff-8fb4-6e9d97c47b58","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"bcbee0c79a56","_type":"block","children":[{"_key":"d8fe517eedd8","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"f1483dcc44cc","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"1485b1fb875b","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"f7a4fa152c67","_type":"block","children":[{"_key":"f39f7317fa90","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c3f1153fe57b","_type":"block","children":[{"_key":"fbedf2f9773d","_type":"span","marks":[],"text":"There are a lot of different ways that people think about teams. The common assumption is that a team is always a group of people, specifically designed, highly trained, and focused on a distinct and tangible goal. Military teams are for combat, athletic teams are for winning the game, and business teams are for generating a profit. These assumptions are not incorrect, but they don’t tell the full story. The true definition of a team is; a group of two or more people working together towards a common goal or objective."}],"markDefs":[],"style":"normal"},{"_key":"26b9c0dab8fe","_type":"block","children":[{"_key":"69ae28ab097b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"60ab1b60370d","_type":"block","children":[{"_key":"250f2371f6a20","_type":"span","marks":[],"text":"That’s it."}],"markDefs":[],"style":"normal"},{"_key":"b4bbb1a395bc","_type":"block","children":[{"_key":"801df31a3bb4","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f4636f85276f","_type":"block","children":[{"_key":"b6560338e4bb0","_type":"span","marks":[],"text":"Which means that certainly a SEAL Team, sports team, or business team qualifies. But a team is also a marriage, a group of friends on a trip, or some community volunteers. A team can be two people, twenty people, or one hundred people. And the goal doesn’t necessarily have to have a finish line like “winning” or “more profits”. In fact, the goal doesn’t have to have a finish line at all. A married couple working together to be happy, healthy, and enjoy life doesn’t consider that endeavor to be finite. Nor do the church volunteers who are helping the community on a consistent basis. For some teams, the goal is to continue to play the game."}],"markDefs":[],"style":"normal"},{"_key":"cdcf2866d1de","_type":"block","children":[{"_key":"d07a9330229c","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ebe2a9d50b0e","_type":"block","children":[{"_key":"39884d9c637e0","_type":"span","marks":[],"text":"The real point however is that we are all on teams. Every single one of us, at some point, is part of a group of two or more people working together towards a common goal or objective. Which means that if that is what a team is, it’s also important for us to understand what a high-performing team is; a team that performs not only when things are going great - but also when things are going poorly - when challenges, problems and issues arrive to disrupt progress."}],"markDefs":[],"style":"normal"},{"_key":"50ee06d944cb","_type":"block","children":[{"_key":"1ef88d14ded7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a83005dc1fe4","_type":"block","children":[{"_key":"073b8f74f1840","_type":"span","marks":[],"text":"This is when, in any team, leadership matters. Although each team has a different set of needs, good leadership can always help the group. But leadership within high-performing teams manifests itself in a very specific way - and it’s different from the usual ways that we think about it. I’ve learned that some of the classic styles of leadership are not always the most helpful or fitting in helping a team achieve success."}],"markDefs":[],"style":"normal"},{"_key":"c83173a06973","_type":"block","children":[{"_key":"46ca30d46a90","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ff1a9766ba75","_type":"block","children":[{"_key":"1c3a554c7bc90","_type":"span","marks":["strong","em"],"text":"The Pyramid model  "},{"_key":"1c3a554c7bc91","_type":"span","marks":["em"],"text":"(“I am your leader, you work for me”)"}],"markDefs":[],"style":"normal"},{"_key":"2c387dae920b","_type":"block","children":[{"_key":"60ea5ac402390","_type":"span","marks":[],"text":"This is the style that we see (and think of) most often. The classic pyramid with the leader at the top and widening layers of subordinates below. This style is very bureaucratic, very military, and also very limiting. With one person at the top, this implies more of a “driver” vs. “leader”. Communication is slow and cumbersome, as it weaves all the way to the top and back down again. There is very little trust in this model as it’s designed for more of a “I say, you do” environment. This model relies on rank and hierarchy - and in a high-performing team, contribution has little to do with rank or position."}],"markDefs":[],"style":"normal"},{"_key":"295288f5b673","_type":"block","children":[{"_key":"8c3729d9a9a9","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"05b52e3bf94c","_type":"block","children":[{"_key":"fe27370fa6f10","_type":"span","marks":["strong","em"],"text":"The Flat model "},{"_key":"fe27370fa6f11","_type":"span","marks":["em"],"text":"(“We all work together”)"}],"markDefs":[],"style":"normal"},{"_key":"f0d1cc2d63e2","_type":"block","children":[{"_key":"bcb6fd68a5ff0","_type":"span","marks":[],"text":"The flat model is a bit of a mild rebellion to the pyramid. It eschews rank and hierarchy - placing everyone on the same level (theoretically). The problem with this model is that it’s often difficult to determine who is actually “in charge”. Decisions are often delayed - as they bounce around with no one sure who’s supposed to make them. Additionally, because it’s a flat line, actions can be taken at one end of the line that are not necessarily seen by the other end. Silos can happen quickly (and inadvertently). In a high-performing team, communication & information is fluid and transparent to all, allowing for rapid adjustment and contribution by all members."}],"markDefs":[],"style":"normal"},{"_key":"d9d5d86808c1","_type":"block","children":[{"_key":"07c92bba34210","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"85bfd5bbe92f","_type":"block","children":[{"_key":"5c54ee27df010","_type":"span","marks":["strong","em"],"text":"The Upside Down Pyramid"},{"_key":"5c54ee27df011","_type":"span","marks":["em"],"text":" (“I am your leader, I work for you”)"}],"markDefs":[],"style":"normal"},{"_key":"dd66e7a9c677","_type":"block","children":[{"_key":"f4a83e2e28f30","_type":"span","marks":[],"text":"Robert Greenleaf was famous for pioneering “servant leadership” in which he essentially flipped the pyramid over. He described a philosophy that required the person in charge to reframe their mindset about those people on the team. The leader exists to inspire, enable, and serve team members - in order to maximize their contribution and growth. While this can be considered the most preferred model, and probably the best one to adopt if forced to choose between the three, it still doesn’t accurately represent leadership in a high-performing team - where burden is distributed, and not resting all on one member.\n"}],"markDefs":[],"style":"normal"},{"_key":"41a69b3e69d7","_type":"block","children":[{"_key":"e3020592eb310","_type":"span","marks":[],"text":"Ultimately any of these styles of leadership may help a team function, but high-performing teams don’t just function, they thrive. That requires a whole different approach. An approach that I call Dynamic Subordination."}],"markDefs":[],"style":"normal"},{"_key":"c6a3b653a7b9","_type":"block","children":[{"_key":"4504c3b752cd0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9d3fa3bf1f93","_type":"block","children":[{"_key":"99020005489e0","_type":"span","marks":["strong","em"],"text":"Dynamic Subordination "},{"_key":"99020005489e1","_type":"span","marks":["em"],"text":"(“The leader is where the leader needs to be in the moment”)"}],"markDefs":[],"style":"normal"},{"_key":"f45918e57243","_type":"block","children":[{"_key":"d10e5ab02db50","_type":"span","marks":[],"text":"The Dynamic Subordination model implies that for any team, problems, challenges, and issues can come from any angle at any moment. When one does, the team member who is closest to that problem, and the most capable, immediately steps up and takes the lead - and everyone else follows and supports. As soon as the situation changes again, a new person steps up and takes lead, based on proximity and capability. Dynamic subordination is this constant swap between leader and follower position - I also call it alpha swapping. It’s a style of leadership that is defined by conditions on the ground - in real-time. This model also allows each team member’s Attributes and skills to be used to their full extent, and in the proper context. It fosters respect, trust, and speed, all while allowing each member a chance to perform & recover while the team is still operating at full capacity. This is how a high-performing team operates in the long game, the game that is constant and neverending, like business, relationships, and life."}],"markDefs":[],"style":"normal"},{"_key":"654bbbbd5f12","_type":"block","children":[{"_key":"257d3decf16e","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fe53a049dc01","_type":"block","children":[{"_key":"9c9a2cb027190","_type":"span","marks":[],"text":"As we become familiar with our Attributes, it makes us realize that every person can contribute with different strengths. With Dynamic Subordination, each individual’s best Attributes contribute to maximizing a team’s performance."}],"markDefs":[],"style":"normal"},{"_key":"42ddd46f5fc5","_type":"block","children":[{"_key":"0010fdbadaf5","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e497a9bbcd2b","_type":"block","children":[{"_key":"1cedb90ff2ab0","_type":"span","marks":[],"text":"It’s by properly recognizing and developing our own Attributes that makes Dynamic Subordination possible. Being familiar with our strengths, and our teammates’ strengths is critical to making this style of leadership work for our team. When we are aware of our Attributes, we know when and how to step up and act. The same goes for our teammates. Clearly defining and recognizing our Attributes on a team enables high-performing results."}],"markDefs":[],"style":"normal"},{"_key":"1e3470bbeb16","_type":"block","children":[{"_key":"9c794bda9e080","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7d1f369704fe","_type":"contentEditorSpacer","height":80},{"_key":"977cc788aa26","_type":"downloadBlockWithCompanyImage","description":"We work with companies of all sizes to discover and develop The Attributes for you and your company.","linkSlug":"/consulting","linkText":"See all services","title":"Bring The Attributes to your office"},{"_key":"d7ea33cdfed8","_type":"contentEditorSpacer","height":100},{"_key":"eea2a4ade2f1","_type":"block","children":[{"_key":"49f309ebeea70","_type":"span","marks":[],"text":"My wife and I have been married for over 20 years. We have two children whom we have raised through some very intense ups and downs - especially with me having to deploy to combat so often. We consider ourselves at this point to be a high-performing team. This is because we now understand each other's strengths and weaknesses so deeply. We know exactly what Attributes we each bring to our lives. For example, I am an inherently patient person, my wife is inherently impatient. This works out beautifully for us because when patience is required in our lives - I step up and take the lead. When impatience is required, she steps up and takes the lead. Neither of us considers ourselves “the leader” - we are both leaders and/or followers - depending on the situation. This is Dynamic Subordination in action."}],"markDefs":[],"style":"normal"},{"_key":"6d64db5108db","_type":"block","children":[{"_key":"db8a97ef4903","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f677e84cdd00","_type":"block","children":[{"_key":"c681877ff7c8","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"973e95b40ef6","_type":"block","children":[{"_key":"ae5518e2e8310","_type":"span","marks":["strong"],"text":"How do we set up Dynamic Subordination?"}],"markDefs":[],"style":"normal"},{"_key":"3b02a7acc6fe","_type":"block","children":[{"_key":"881148c46a230","_type":"span","marks":[],"text":"The answer to this question is found in one word: trust."}],"markDefs":[],"style":"normal"},{"_key":"935c814d8995","_type":"block","children":[{"_key":"ac49d0d35ee40","_type":"span","marks":[],"text":"As we learn to identify our Attributes, it will become more clear to us what our strengths are and what our weaknesses are. This allows us to understand much more clearly in what capacity we can really contribute to our team. It doesn’t stop there though - because just knowing ourselves isn’t enough - our teammates need to know it also. We need to be vulnerable and share/display for our teammates all of our strengths and weaknesses - basically wear it all on our sleeves. This is where trust begins to form - with our ability to be fully transparent. If you are the person in charge, if you want to be a leader, you must go first in this process. That means you model and encourage the behaviors that both lead to trust and manifest Dynamic Subordination."}],"markDefs":[],"style":"normal"},{"_key":"ef1d94a7295f","_type":"block","children":[{"_key":"12f6d3a033f10","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"ad4b680d028e","_type":"contentEditorSpacer","height":100},{"_key":"af4f7c86566e","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-02-08","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"dcde99d6ca18","_type":"block","children":[{"_key":"e8ac34251108","_type":"span","marks":[],"text":"It is no secret that lasting success of any team is tied to leadership. This is especially true for high-performing teams. But leadership on a high-performing team looks quite a bit different than what we are used to. To lead a high-performing team requires that we toss aside the conventional models and truly understand the elements that we are working with. This starts with understanding our own attributes as well as the attributes of our teammates. By doing this, we can begin to build trust, which can in turn, lead to Dynamic Subordination."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-f7765d78601f39551261136c5136855312cbf86f-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"a26a8f812e28","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"f42119ab0ac2","_ref":"272daad8-3c86-4569-b9eb-3c524e218e4b","_type":"reference"},{"_key":"004f341ebb3b","_ref":"260fb213-cdf7-474b-a856-b85925240b2c","_type":"reference"}],"seo":{"_type":"seo","description":"Explore how Dynamic Subordination empowers teams to thrive through adaptive leadership and understanding individual strengths.","title":"Unlock High Performance with Dynamic Subordination: Key to Team Leadership"},"shortDesc":"It is no secret that lasting success of any team is tied to leadership. This is especially true for high-performing teams.   But leadership on a high-performing team looks quite a bit different than what we are used to. To lead a high-performing team requires that we toss aside the conventional models and truly understand the elements that we are working with. This starts with understanding our own attributes as well as the attributes of our teammates. By doing this, we can begin to build trust, which can in turn, lead to Dynamic Subordination.","showAssessmentTool":true,"slug":{"_type":"slug","current":"why-dynamic-subordination-is-required-for-high-performing-teams"},"socialSharing":{"desc":"It is no secret that lasting success of any team is tied to leadership. This is especially true for high performing teams.   But leadership on a high performing team looks quite a bit different than what we are used to. To lead a high performing team requires that we toss aside the conventional models and truly understand the elements that we are working with. This starts with understanding our own attributes as well as the attributes of our teammates. By doing this, we can begin to build trust, which can in turn, lead to Dynamic Subordination.","image":{"_type":"image","asset":{"_ref":"image-796fe792fb6e5209539366af8c6a3f545b17d5e2-2000x1334-png","_type":"reference"}},"title":"Why Dynamic Subordination is Required for High Performing Teams"},"title":"Why Dynamic Subordination is Required for High-Performing Teams","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE"}},{"_id":"d6330054-0c24-497f-9a8f-e38b1db91a3f","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"b3ec0c061616","_type":"block","children":[{"_key":"ae99bc0e3bd8","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"4dd1f83058fc","_type":"span","marks":["24b6956a8499","em"],"text":"here"},{"_key":"3ef1c9a52fe6","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"24b6956a8499","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"f83dd12a8d34","_type":"block","children":[{"_key":"97ed187875e5","_type":"span","marks":[],"text":"Organizations use the idea of a “machine” to describe high performance all the time.  It’s quite often that I hear leaders & managers describing their team as a "},{"_key":"7e27393e07ba","_type":"span","marks":["em"],"text":"well-oiled machine."}],"markDefs":[]},{"_key":"2957ea976199","_type":"block","children":[{"_key":"2db17f018a2f","_type":"span","marks":[],"text":"But this is a mistake."}],"markDefs":[]},{"_key":"4ba8978b16ee","_type":"block","children":[{"_key":"c8141a179a64","_type":"span","marks":[],"text":"If you want your team to perform optimally in any environment, being like a machine is the "},{"_key":"7545ba73e12d1","_type":"span","marks":["em"],"text":"last "},{"_key":"7545ba73e12d2","_type":"span","marks":[],"text":"thing you want."}],"markDefs":[],"style":"normal"},{"_key":"87af4fba23e5","_type":"block","children":[{"_key":"48895fdac8e7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"34720482cff6","_type":"block","children":[{"_key":"cc93335f024a","_type":"span","marks":["strong","em"],"text":"The limitations of machines"}],"markDefs":[],"style":"normal"},{"_key":"aeb87b7b6df0","_type":"block","children":[{"_key":"37e4b4466388","_type":"span","marks":[],"text":"Of course, machines play a key role in all kinds of wonders in today’s world, such as high precision surgeries, video conferences, and clean drinking water."}],"markDefs":[],"style":"normal"},{"_key":"cc19349d1f88","_type":"block","children":[{"_key":"7ca3528d28e7","_type":"span","marks":[],"text":"But you don’t want your team to be a machine."}],"markDefs":[],"style":"normal"},{"_key":"f0b4d0c280af","_type":"block","children":[{"_key":"a213dbac1e93","_type":"span","marks":[],"text":"Machines are precisely engineered to operate in specific ways. They are what I described in a previous newsletter as "},{"_key":"7b3df80932531","_type":"span","marks":["em"],"text":"complicated systems."},{"_key":"7b3df80932532","_type":"span","marks":[],"text":" Complicated systems can be astounding in how their thousands of parts work together. But their rules (and restrictions) are precise. They perform under specific conditions, and according to specific parameters."}],"markDefs":[],"style":"normal"},{"_key":"e0f6dcdea650","_type":"block","children":[{"_key":"86bb6d716719","_type":"span","marks":[],"text":"The challenges teams face, however, are "},{"_key":"c3f2060dc8321","_type":"span","marks":["em"],"text":"complex. "},{"_key":"c3f2060dc8322","_type":"span","marks":[],"text":"They cannot be fully known or predicted. They do not operate according to expectations or rules. The unpredictable always happens. Complex environments are rife with uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"1c1c0a9b788e","_type":"block","children":[{"_key":"e0db0655b984","_type":"span","marks":[],"text":"As such, to achieve the highest levels of performance, teams must be able to go above and beyond the abilities of machines."}],"markDefs":[],"style":"normal"},{"_key":"86922464108c","_type":"block","children":[{"_key":"de268511ed65","_type":"span","marks":[],"text":"Teams must not just be great at predictability, they must become masters of uncertainty."}],"markDefs":[],"style":"normal"},{"_key":"f55388710fd0","_type":"block","children":[{"_key":"b88eb79011bb","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a9e1b0977c9d","_type":"block","children":[{"_key":"e04afa531510","_type":"span","marks":["strong","em"],"text":"High-performing machines vs high-performing teams"}],"markDefs":[],"style":"normal"},{"_key":"3527c9f018d9","_type":"block","children":[{"_key":"870c064dada30","_type":"span","marks":[],"text":"Consider a ship on open water."}],"markDefs":[],"style":"normal"},{"_key":"2d3201fd8ab8","_type":"block","children":[{"_key":"97bc63d3a130","_type":"span","marks":[],"text":"If its crew operates "},{"_key":"c107e56213191","_type":"span","marks":["em"],"text":"like"},{"_key":"c107e56213192","_type":"span","marks":[],"text":" a machine, they will certainly be able to perform normal tasks such as getting from point A to point B. They will be able to do everything described in the operator’s manual"},{"_key":"c107e56213193","_type":"span","marks":["em"],"text":", "},{"_key":"c107e56213194","_type":"span","marks":[],"text":"even"},{"_key":"c107e56213195","_type":"span","marks":["em"],"text":" to perfection. "},{"_key":"c107e56213196","_type":"span","marks":[],"text":"But if faced with an unpredictable challenge such as an unusually treacherous storm, or collision, they may still sink."}],"markDefs":[],"style":"normal"},{"_key":"5d72893bb66e","_type":"block","children":[{"_key":"0494c5f76a31","_type":"span","marks":[],"text":"A high-performing crew, however, is ready for the unpredictable. They will not just be capable of standard maneuvers but will also be capable of overcoming great and even unprecedented challenges—ones that are not described in the owner’s manual."}],"markDefs":[],"style":"normal"},{"_key":"f6fbf97574ca","_type":"block","children":[{"_key":"69231ddbf55e","_type":"span","marks":[],"text":"The same goes for a business team.  There are predictable and codified rules and “instructions” on how to build and run a business…and college level courses dedicated to teaching those.  But as any actual business owner will testify, actually doing it involves massive complexity and uncertainty.  A bunch of MBA Grads may present as a high-performing machine on paper – but when the rubber meets the road those folks better have more to offer than just their knowledge of the business curriculum.  They need to be a high-performing team."}],"markDefs":[],"style":"normal"},{"_key":"f49c35e5c30c","_type":"block","children":[{"_key":"d4c17159ed11","_type":"span","marks":[],"text":"The difference between a high-performing machine and a high-performing team is this:"}],"markDefs":[],"style":"normal"},{"_key":"8e5e3547c6f2","_type":"block","children":[{"_key":"9158240d450a","_type":"span","marks":[],"text":"A high-performing machine will flounder in the face of complexity."}],"markDefs":[],"style":"normal"},{"_key":"bc3571fad1fb","_type":"block","children":[{"_key":"443981fdbb0f","_type":"span","marks":[],"text":"A high-performing team will flourish."}],"markDefs":[],"style":"normal"},{"_key":"28e0375424e2","_type":"block","children":[{"_key":"4434b4b2c5ea0","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"77a9602f4056","_type":"contentEditorSpacer","height":40},{"_key":"e4755038a70a","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Turn your team into a well-oiled team."},{"_key":"471943241b79","_type":"block","children":[{"_key":"54c891011256","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bcc0ee805432","_type":"contentEditorSpacer","height":60},{"_key":"59599055044a","_type":"block","children":[{"_key":"1a35183c05e5","_type":"span","marks":[],"text":"\n"},{"_key":"d3bb28bab226","_type":"span","marks":["strong","em"],"text":"How to be a high-performing team"}],"markDefs":[]},{"_key":"0f02a3ef0764","_type":"block","children":[{"_key":"5626911483a80","_type":"span","marks":[],"text":"Start by getting rid of a machine mentality. Think of your team like a dynamic organism instead—always aware of and responding to its environment. This will give your team a shared identity that’s grounded in adaptability."}],"markDefs":[],"style":"normal"},{"_key":"c2a8b90c2f99","_type":"block","children":[{"_key":"0d3ef95f2878","_type":"span","marks":[],"text":"Then, establish corresponding values and norms such as staying alert to present circumstances, fluidity in communication, role switching, and flexible planning."}],"markDefs":[],"style":"normal"},{"_key":"ffa744b19ac3","_type":"block","children":[{"_key":"bb32c2059966","_type":"span","marks":[],"text":"Finally, get to know and develop the attributes on your team. As I’ve discussed in previous newsletters, attributes are what your team will rely on when plans fail, when the environment because challenging, uncertain, and complex. The better your team members understand their attributes, the better equipped they will be to leverage them at a moment’s notice. (Measure your and your team members' attributes with "},{"_key":"37c91ee8903e","_type":"span","marks":["8ad10de7fb7f"],"text":"The Attributes Assessment"},{"_key":"f55466c9a741","_type":"span","marks":[],"text":".)"}],"markDefs":[{"_key":"8ad10de7fb7f","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"c6fe6149c431","_type":"block","children":[{"_key":"39192360f811","_type":"span","marks":[],"text":"Don’t be the machine. Be the high-performing team that makes machines comes alive."}],"markDefs":[],"style":"normal"},{"_key":"2ce671937023","_type":"block","children":[{"_key":"1023871da108","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"217d78895854","_type":"contentEditorSpacer","height":100},{"_key":"5c95630b0c33","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2023-01-05","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d930acbc1c8a","_type":"block","children":[{"_key":"b2a1fa85141a","_type":"span","marks":[],"text":"Organizations use the idea of a “machine” to describe high performance all the time. It’s quite often that I hear leaders & managers describing their team as a well-oiled machine. But this is a mistake. If you want your team to perform optimally in any environment, being like a machine is the last thing you want."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-0d5209ed16748eab5ba40d0840c7294e1b04d2fc-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"9f6f517538d3","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"},{"_key":"08dc7f8f8573","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"},{"_key":"6a6de3ef5d95","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"}],"seo":{"_type":"seo","description":"Discover how to transform your team from a well-oiled machine into adaptable high performers. Learn to thrive amidst uncertainty!","title":"Is Your Team Truly High-Performing? Discover Insights Beyond the Machine"},"shortDesc":"Organizations use the idea of a “machine” to describe high performance all the time.  It’s quite often that I hear leaders & managers describing their team as a well-oiled machine. But this is a mistake. If you want your team to perform optimally in any environment, being like a machine is the last thing you want.\n","showAssessmentTool":true,"slug":{"_type":"slug","current":"is-your-team-a-well-oiled-machine-you-may-not-be-as-high-performing-as-you-think"},"socialSharing":{"desc":"Organizations use the idea of a “machine” to describe high performance all the time. It’s quite often that I hear leaders & managers describing their team as a well-oiled machine. But this is a mistake. If you want your team to perform optimally in any environment, being like a machine is the last thing you want.","image":{"_type":"image","asset":{"_ref":"image-391625ef269260ff2a7eb07e6d78a588c7e5ca71-2000x1334-png","_type":"reference"}},"title":"Is your team a well-oiled machine? You may not be as high-performing as you think."},"title":"Is Your Team A Well-Oiled Machine? You May Not Be As High-Performing As You Think.","top_banner":null},{"_id":"d933af46-14a0-4a0e-9bcf-e645a266e6a7","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"9f5af948449d","_type":"block","children":[{"_key":"a4572469dd62","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"9a60b212924f","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"5e62dca65c63","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"2fb5c973619f","_type":"block","children":[{"_key":"aaf98627a6f8","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"48bfe13c2b15","_type":"block","children":[{"_key":"0eff40a23a0b","_type":"span","marks":[],"text":"When I was in charge of selection training for one of our specialized SEAL commands, it was something I took very seriously. We brought the best SEALs to our command and put them through a specially designed selection process. After some time, it wasn’t clear to us why some of the guys were not making it through the selection process. To put it differently, our explanations as to why guys weren't making it through were not satisfactory. After thinking about this further, I met with a friend who was running basic SEAL training to talk with him about some ideas."}],"markDefs":[],"style":"normal"},{"_key":"1473791b6d10","_type":"block","children":[{"_key":"41825b1d1459","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"22f3587a49b0","_type":"block","children":[{"_key":"226de6524fea0","_type":"span","marks":[],"text":"What he said made me look at things differently. He described a chart he had found with performance on the Y-axis, and trust on the X-axis. One might think that the Navy SEALs focus only on the performance aspect of the team. This makes sense... High-performance is visible and can be measured in many different ways. However, trust is different, it’s not immediately visible, and therefore a bit more difficult to measure and assess... But for Navy SEALs, trust is often more valuable than performance when it comes to working on a team. Here are the categories broken down:"}],"markDefs":[],"style":"normal"},{"_key":"6dea20ce860b","_type":"block","children":[{"_key":"17195707b239","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5543d5edfb9a","_type":"block","children":[{"_key":"f34f647a6e340","_type":"span","marks":["strong","em"],"text":"Low-performing / low trust"}],"markDefs":[],"style":"normal"},{"_key":"d0026668bd19","_type":"block","children":[{"_key":"2e07bc73ac160","_type":"span","marks":[],"text":"Obviously, this is the kind of person we do not want to see on our team."}],"markDefs":[],"style":"normal"},{"_key":"ef7542aa3c30","_type":"block","children":[{"_key":"a65ae9ece82f","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9ac6127c50f7","_type":"block","children":[{"_key":"2d634fffa5a30","_type":"span","marks":["strong","em"],"text":"Low-performing / high trust"}],"markDefs":[],"style":"normal"},{"_key":"c1b94dda2fa8","_type":"block","children":[{"_key":"80df8da2a8910","_type":"span","marks":[],"text":"At first this person might be seen as less valuable than some because of the lack of performance, but we need to break down what performance is. Most performance is something that can be trained. Looking further into this person, we see a high level of trust. I don’t know about you, but I would find it a lot more difficult to train someone how to trust and be trusted, versus helping them improve their performance. While the performance may not initially be there, limitless potential exists in someone with a high level of trust."}],"markDefs":[],"style":"normal"},{"_key":"152dddaac4e8","_type":"youtube","desktopLayout":"Center","mobileLayout":"Center","url":"https://www.youtube.com/watch?v=kJdXjtSnZTI"},{"_key":"efff5837b9db","_type":"block","children":[{"_key":"b32284611cb6","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"5e54e28605f2","_type":"contentEditorSpacer","height":80},{"_key":"db635328dbfe","_type":"block","children":[{"_key":"340bc9c977fe","_type":"span","marks":["strong","em"],"text":"High-performing / low trust"}],"markDefs":[],"style":"normal"},{"_key":"4bc77b45329a","_type":"block","children":[{"_key":"71b1f83fab6b0","_type":"span","marks":[],"text":"This is the person we need to be wary of. A person like this will appear to be a good asset to a team, but in reality can be a toxic leader and team member. In the business world, we don’t often see the fault in this person. We may get convinced by the “high-performance / low trust” person because you can clearly see the performance part, but the trust is hidden. The fact is that usually, despite appearances, this person is not the most valuable on a team. A strong team does not rely only on performance, but on trust."}],"markDefs":[],"style":"normal"},{"_key":"36e62320268e","_type":"block","children":[{"_key":"802782009b57","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"276900480d33","_type":"block","children":[{"_key":"30808a2ad9d20","_type":"span","marks":["strong","em"],"text":"High-performing / high trust"}],"markDefs":[],"style":"normal"},{"_key":"3f10d6927386","_type":"block","children":[{"_key":"9327b29bab320","_type":"span","marks":[],"text":"This is an ideal teammate and leader, and the kind of person we should strive to become."}],"markDefs":[],"style":"normal"},{"_key":"ca76675258eb","_type":"block","children":[{"_key":"dad1f2688db7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7271722ed227","_type":"block","children":[{"_key":"23da67244c870","_type":"span","marks":["strong"],"text":"Who do you want on your team?"}],"markDefs":[],"style":"normal"},{"_key":"6eff8bc7c602","_type":"block","children":[{"_key":"03cf6f991e450","_type":"span","marks":[],"text":"With these different types of leaders and teammates, I want to point out something very important. I would much rather work with a “low-performing / high trust person” versus a “high-performing / low trust person”. The way I see it, trust is what makes high-performance possible on a team, not the other way around. In the business world especially, it’s important we are not deceived by people with a high rate of performance, but low trust. These are not the kind of people we want to be working for or with. The highest functioning team in the world puts more importance on the Attributes that build trust rather than just performance. If we emphasize trust in the groups and teams we belong to, it will help us achieve our goals more than anything else can."}],"markDefs":[],"style":"normal"},{"_key":"80ab9c260f60","_type":"contentEditorSpacer","height":100},{"_key":"a319602950a2","_type":"block","children":[{"_key":"278434412ffa0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"a5a3827cbee6","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://www.facebook.com/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"},{"_key":"74aaa7ab7549","_type":"block","children":[{"_key":"76ecc2838e67","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"}],"side_content":[{"_key":"a1d7c5814699","_type":"block","children":[{"_key":"8f60f02cf463","_type":"span","marks":[],"text":"Many of us desire to be valuable assets to the teams and groups we are a part of. We also want to have team members who we can rely on. One might assume that a high level of performance is the most valuable asset a person can bring to a team. However, according to the highest-performing team in the world, performance is not necessarily the most important thing. Trust is."}],"markDefs":[],"style":"normal"}]},"date":"2022-06-03","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"fad063244983","_type":"block","children":[{"_key":"9a292f8ad832","_type":"span","marks":[],"text":"Many of us desire to be valuable assets to the teams and groups we are a part of. We also want to have team members who we can rely on. One might assume that a high level of performance is the most valuable asset a person can bring to a team. However, according to the highest-performing team in the world, performance is not necessarily the most important thing. Trust is."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-05ebfe68c20d16f399655b928461f03ea7199d76-4320x825-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"2db5fbd6ecd2","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"3d80c28794ac","_ref":"4beb6b8c-e091-4d23-8248-823d01992fae","_type":"reference"},{"_key":"c0f12ee61e7b","_ref":"5a69ba3d-1ce4-441b-b056-d182292438ed","_type":"reference"}],"seo":{"_type":"seo","description":"Discover why trust outweighs performance in teams. Uncover insights from Rich Diviney's Don't Let High-Performance Blind You.","title":"Don't Let High-Performance Blind You, Choose Trust Over Performance "},"shortDesc":"Many of us desire to be valuable assets to the teams and groups we are a part of. We also want to have team members who we can rely on. One might assume that a high level of performance is the most valuable asset a person can bring to a team. However, according to the highest-performing team in the world, performance is not necessarily the most important thing. Trust is. ","showAssessmentTool":null,"slug":{"_type":"slug","current":"don-t-let-high-performance-blind-you"},"socialSharing":{"desc":"Many of us desire to be valuable assets to the teams and groups we are a part of. We also want to have team members who we can rely on. One might assume that a high level of performance is the most valuable asset a person can bring to a team. However, according to the highest-performing team in the world, performance is not necessarily the most important thing. Trust is. ","image":{"_type":"image","asset":{"_ref":"image-64d4f9c35ea144d7256575228c01e37af31be3dc-3000x2001-png","_type":"reference"}},"title":"Don't Let High-Performance Blind You"},"title":"Don't Let High-Performance Blind You","top_banner":{"center_content":"Discover our speaking and consulting packages for your company","left_content":"ATTRIBUTES CONSULTING","link":"/consulting","right_content":"LEARN MORE"}},{"_id":"dfd03590-5573-4da5-8cac-03241ee5b260","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"a7e5f00eb226","_type":"block","children":[{"_key":"165546bebcba","_type":"span","marks":["em"],"text":"The Attributes Inc. is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our workshops can help your company reach new heights "},{"_key":"450ead306638","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"8d216590bf08","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"df861ac70757","_type":"block","children":[{"_key":"b2040d789f25","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ad9acfc3b9c4","_type":"block","children":[{"_key":"0df28404d092","_type":"span","marks":[],"text":"Humor is a powerful Attribute. Why? Because humor incites laughter - and laughing makes us feel good. Often, we tend to think of humor only during the best of times, ironically though, it is especially powerful during the worst of times. During a difficult situation, finding humor can help calm, comfort, empower, and even encourage you and others around you."}],"markDefs":[{"_key":"2ccb5d0f08c8","_type":"link","href":"https://drive.google.com/file/d/1nDNyyIk6nNdRCqYZ6VKNXG7HULFeRBLs/view?usp=sharing"}],"style":"normal"},{"_key":"a33fd363e9fb","_type":"block","children":[{"_key":"0d117ad339ff0","_type":"span","marks":[],"text":"This concept is not just philosophical - it’s biological."}],"markDefs":[],"style":"normal"},{"_key":"f669bb18f495","_type":"block","children":[{"_key":"12e29593fc96","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"2e13d743536f","_type":"block","children":[{"_key":"89452b552e220","_type":"span","marks":["strong"],"text":"Why Laughing Feels So Good"}],"markDefs":[],"style":"normal"},{"_key":"9e2d3b5c99a4","_type":"block","children":[{"_key":"691380e87a6d0","_type":"span","marks":[],"text":"Laughter is an involuntary response, much like sneezing.  In other words, when we are compelled to laugh - there is not much we can do to stop it. Suffice to say, the chemicals that our bodies produce during laughter are also involuntary - we are going to get juiced with them whether we like it or not. The great news is that they are all “feel good” chemicals - and they come in the form of two neurotransmitters and one hormone."}],"markDefs":[],"style":"normal"},{"_key":"8414950c90ae","_type":"block","children":[{"_key":"887d55caf4510","_type":"span","marks":[],"text":"First, laughing triggers dopamine. This chemical tells our brains that laughing is pleasurable. Even in the most difficult situations, dopamine can brighten our mood and help us keep going — it's the neurotransmitter that says “this is good, keep doing this”. Next, endorphins are released, another neurotransmitter. Endorphins are the human system's opiates - they mask our physical pain. If you’ve heard of or experienced “runners high” you should know that endorphins are the culprit. It’s nature’s way of helping human beings be the endurance creatures that we are. In the old days, it often took many hours (sometimes days) to track down the big game, or find the right shelter - endorphins helped us by killing some of the physical pain induced by going that long. "}],"markDefs":[],"style":"normal"},{"_key":"3567d544b285","_type":"block","children":[{"_key":"1cd90a0f3021","_type":"span","marks":[],"text":"Finally, there is oxytocin, also known as the “love hormone,” that is released when you laugh. Oxytocin helps us form bonds and connections with others - it’s a feel-good hormone that shows up through physical touch, genuine eye contact, or even witnessing an act of kindness or generosity. As a hormone, it's a little slower coming into our systems - but sticks around longer than dopamine and endorphins. Which is why we can still feel good several hours after a good laugh. Interestingly, even hearing someone laugh or seeing someone smile can actually stimulate mirror neurons that cause the release of oxytocin, which is part of the reason why laughter is so contagious."}],"markDefs":[],"style":"normal"},{"_key":"87ec2ff5902a","_type":"block","children":[{"_key":"2bd8dbd2c7b80","_type":"span","marks":[],"text":"Admittedly, we all find different things funny, a joke that makes some people double over in laughter might fall flat on others, so what we actually laugh at is unique to our own taste. When it happens though - the physiological and biological response is identical in every human - and every human will feel better because of it."}],"markDefs":[],"style":"normal"},{"_key":"b7cb1659fa63","_type":"block","children":[{"_key":"4c69bcc7ca020","_type":"span","marks":[],"text":"Humor is also another way that we are able to endure. Cancer patients often feel better when they introduce humor into their everyday routine. During the COVID-19 pandemic, those who were able to find humor in the situation likely felt better through quarantining. Humor helps us endure hardships and optimize our performance along the way."}],"markDefs":[],"style":"normal"},{"_key":"fb75c1a0591b","_type":"block","children":[{"_key":"28e2a500645b","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7797b433c661","_type":"contentEditorSpacer","height":80},{"_key":"7db00cc1e3fc","_type":"signUpBlockHeading","heading":"Enjoying this content? Join The Attributes newsletter"},{"_key":"cd3c28982f6f","_type":"contentEditorSpacer","height":100},{"_key":"bea3e93e77e1","_type":"block","children":[{"_key":"4eb54f349ab7","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"76c47baf101a","_type":"block","children":[{"_key":"081d1ebdb4060","_type":"span","marks":["strong"],"text":"Humor’s Role in a Team"}],"markDefs":[],"style":"normal"},{"_key":"eecea93961de","_type":"block","children":[{"_key":"96d51a2ef1f70","_type":"span","marks":[],"text":"As you might have guessed, humor has a much larger effect on teams than you might think. In a team environment, the biochemical reaction that humor generates signals that team members will be there to help when times get tough. On a team with humor, the chemicals are working in our favor. Dopamine “encourages” courage, endorphins help mask pain, and the oxytocin forges bonds between members. Every high-performing team that I’ve ever experienced had at least one class clown - and they are an essential member. By making people laugh, they strengthen bonds and help the teamwork through different problems. This doesn’t imply that every person on a team has to be a class clown (that would probably be bad) - just that every person should have the ability to laugh once in a while."}],"markDefs":[],"style":"normal"},{"_key":"51e6fdc440d8","_type":"block","children":[{"_key":"5d256fe5aa39","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e293e2c7a568","_type":"block","children":[{"_key":"81e3a2293b410","_type":"span","marks":["strong"],"text":"Guard and treasure laughter and those who create it"}],"markDefs":[],"style":"normal"},{"_key":"444c6fc61a65","_type":"block","children":[{"_key":"582e107b9f1b0","_type":"span","marks":[],"text":"Laughing can help you and those around you feel better. When things get difficult, even just a short burst of laughter can unleash a powerful cocktail of chemicals that help us feel good and persevere. So the next time you find yourself in a tough spot, think of that funny joke or story, and laugh about it.  Then tell it to someone else. You will be giving both of you a true gift."}],"markDefs":[],"style":"normal"},{"_key":"d6011430ecea","_type":"block","children":[{"_key":"74583f76fdd10","_type":"span","marks":[],"text":"\nIf you want to learn more about your own Attributes, "},{"_key":"f619b20e18b6","_type":"span","marks":["afab1bed30e3"],"text":"take The Attributes Assessment"},{"_key":"6ccfa9c138e5","_type":"span","marks":[],"text":"."}],"markDefs":[{"_key":"afab1bed30e3","_type":"link","href":"https://hub.theattributes.com/"}],"style":"normal"},{"_key":"af94e05a5748","_type":"block","children":[{"_key":"1def62425713","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"4bb301d00198","_type":"contentEditorSpacer","height":100},{"_key":"5ac44b7081f6","_type":"block","children":[{"_key":"dcbf25f814a3","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b7f5f49857bf","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-09-14","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"78a7a041ffb5","_type":"block","children":[{"_key":"2bacd7354a4e","_type":"span","marks":[],"text":"Humor is a powerful Attribute, one that is easy to overlook. When you are in a difficult situation, finding humor can help calm, comfort, empower, and even encourage you and others around you. Because of this, humor can is also a key factor in your own optimal performance - as well as an essential element of high-performing teams. If you want to know how to optimize your performance with humor, read on."}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-7ff6ef28ed1256da40736e582ae03b68639b852c-1440x275-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"a062567a2ef5","_ref":"d29fcb95-95d4-43ff-8fb4-6e9d97c47b58","_type":"reference"},{"_key":"098b8164b92d","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"},{"_key":"20d362f9e08d","_ref":"85a543ae-12e2-4243-9b2a-c1b1ef00dd04","_type":"reference"}],"seo":{"_type":"seo","description":"Discover why every team needs a class clown! Explore how humor boosts resilience and strengthens bonds in challenging times.","title":"Unlock Team Potential: Why Every Team Needs a Class Clown for Success"},"shortDesc":"Humor is a powerful Attribute, one that is easy to overlook. When you are in a difficult situation, finding humor can help calm, comfort, empower.","showAssessmentTool":null,"slug":{"_type":"slug","current":"the-importance-of-humor-and-the-class-clown"},"socialSharing":{"desc":"Humor is a powerful Attribute, one that is easy to overlook. When you are in a difficult situation, finding humor can help calm, comfort, empower.","image":{"_type":"image","asset":{"_ref":"image-5a48f341a9d5edf71173b21afaf81b265c76f031-1000x667-png","_type":"reference"}},"title":"Here's why every team needs a class clown"},"title":"Here's Why Every Team Needs a Class Clown","top_banner":{"center_content":"Our workshops unlock the secrets of elite teams","left_content":"Attributes workshops","link":"https://theattributes.com/consulting/workshops","right_content":"Learn more","show":true}},{"_id":"ea751e6d-2a5e-4141-acc3-8dcd92c4cf7c","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"b3ec0c061616","_type":"block","children":[{"_key":"ae99bc0e3bd8","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on building the highest-performing teams on the planet. Learn how we teach companies how to build a team into unstoppable optimal performers "},{"_key":"4dd1f83058fc","_type":"span","marks":["24b6956a8499","em"],"text":"here"},{"_key":"3ef1c9a52fe6","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"24b6956a8499","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"63d6f520dbf4","_type":"block","children":[{"_key":"72e7a35300ab","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"9b1810216b9a","_type":"block","children":[{"_key":"5b01402d591b","_type":"span","marks":[],"text":"For well over a decade, we’ve been inundated with superhero movies. In all honesty, I’ve loved it. Watching all my favorite comic book heroes come to life has brought me pure enjoyment – for which I am unrepentant, regardless of what the Hollywood critics have to say."}],"markDefs":[],"style":"normal"},{"_key":"039a5849bb05","_type":"block","children":[{"_key":"0e5f9d97e8e6","_type":"span","marks":[],"text":"But it’s also made me think about heroism in real life."}],"markDefs":[],"style":"normal"},{"_key":"e8ae665a90a9","_type":"block","children":[{"_key":"ecd3e0f739bc","_type":"span","marks":[],"text":"Few things get attention in our society like heroes. Heroes are shining paragons of goodness, and they can do no wrong. They are nearly universally esteemed."}],"markDefs":[],"style":"normal"},{"_key":"4ad4577715f0","_type":"block","children":[{"_key":"2edc50a012dc","_type":"span","marks":[],"text":"It’s no wonder just about everybody wants to be one."}],"markDefs":[],"style":"normal"},{"_key":"7a7acf9caaa0","_type":"block","children":[{"_key":"945b0a20bbab","_type":"span","marks":[],"text":"But being a hero is tough….and not for the reasons you may think."}],"markDefs":[],"style":"normal"},{"_key":"2051fbf55d4e","_type":"block","children":[{"_key":"cdc03885810d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c0f014f9d555","_type":"block","children":[{"_key":"6ac7bbbe0af5","_type":"span","marks":["strong"],"text":"The elusiveness of heroism"}],"markDefs":[],"style":"normal"},{"_key":"b93e09c6dd8f","_type":"block","children":[{"_key":"a4bcb76da563","_type":"span","marks":[],"text":"Heroism often appears with an event or series of events outside of our control. A fire breaks out, a car accident happens, or a child is in danger. Of course, hopefully we will bravely face whatever challenge comes our way. But the event is almost always circumstantial— we don’t have any control over when or if it happens"},{"_key":"0ef233356b3f","_type":"span","marks":["em"],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"f5f4825cb9fe","_type":"block","children":[{"_key":"a750fef419b8","_type":"span","marks":["em"],"text":"Then"},{"_key":"320af4e9ce011","_type":"span","marks":[],"text":", should and event like this happen, you don’t get to adopt the title “hero” - others must interpret our acts as heroic and bestow the title upon us. It cannot be self-designated - that’s paradoxical."}],"markDefs":[],"style":"normal"},{"_key":"70675c826ae0","_type":"block","children":[{"_key":"b70260c3411d","_type":"span","marks":[],"text":"Finally, and importantly, you don’t control how long the “hero” perception lasts.  It’s all based on what others think.  We’ve seen it before, someone can be a hero one day and a zero the next – depending on the ebb and flow of human perception."}],"markDefs":[],"style":"normal"},{"_key":"0b6e933b7b96","_type":"block","children":[{"_key":"9396471bded9","_type":"span","marks":[],"text":"When it comes down to it, the title of hero is predicated on an isolated act, comes from other people’s interpretations, and is fleeting.  Being a hero isn’t something you can predict or plan - it’s an impermanent thing that happens "},{"_key":"96f3a4b3c2ca1","_type":"span","marks":["em"],"text":"to "},{"_key":"96f3a4b3c2ca2","_type":"span","marks":[],"text":"you. In other words, you can’t choose to be a hero."}],"markDefs":[],"style":"normal"},{"_key":"26b493c71b91","_type":"block","children":[{"_key":"42280339d823","_type":"span","marks":[],"text":"But there is something we can choose to be instead."}],"markDefs":[],"style":"normal"},{"_key":"fd6f6df7f245","_type":"block","children":[{"_key":"65e2bb0c51060","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"77a9602f4056","_type":"contentEditorSpacer","height":80},{"_key":"e4755038a70a","_type":"signUpBlockHeadingDescription","description":"Join 60k others learning how to recognize and develop their Attributes, build better teams, and become better leaders.","title":"Become a Master of Uncertainty"},{"_key":"471943241b79","_type":"block","children":[{"_key":"54c891011256","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"bcc0ee805432","_type":"contentEditorSpacer","height":100},{"_key":"9aef631639aa","_type":"block","children":[{"_key":"11828ba7971b","_type":"span","marks":[],"text":""}],"markDefs":[]},{"_key":"59599055044a","_type":"block","children":[{"_key":"1a35183c05e5","_type":"span","marks":[],"text":"\n"},{"_key":"23df476fa25d","_type":"span","marks":["strong"],"text":"The guardian"}],"markDefs":[]},{"_key":"d01f9ac12eda","_type":"block","children":[{"_key":"d81394e933e8","_type":"span","marks":[],"text":"Guardianship is different. It means committing yourself to serve, protect, or support."}],"markDefs":[]},{"_key":"7725eb97cf16","_type":"block","children":[{"_key":"008c97f64f84","_type":"span","marks":[],"text":"To "},{"_key":"7e160b8437e71","_type":"span","marks":["em"],"text":"be a guardian"},{"_key":"7e160b8437e72","_type":"span","marks":[],"text":"—is to serve someone or something beyond yourself.  Guardianship, as such, is not conditional upon what happens to you. Instead, it is about the choice you make, every day, to serve a cause higher than yourself….and you can self-designate."}],"markDefs":[],"style":"normal"},{"_key":"5ab9c8abebfe","_type":"block","children":[{"_key":"4fd1dda9797c","_type":"span","marks":[],"text":"Guardianship is also enduring - through good times and bad. It means you will have to make sacrifices and hard choices and you may have to get your hands dirty - which means it’s not about what people think of you.  As a guardian, others might not look at you as a hero. They might not even see your actions as purely good or understand why you are doing what you are doing. Your actions as a guardian also might remain invisible to others…. totally unnoticed by even those you are protecting"}],"markDefs":[],"style":"normal"},{"_key":"6b3f14a221b5","_type":"block","children":[{"_key":"3ca15eadc4f9","_type":"span","marks":[],"text":"But you do it because it must be done. You serve without hope of recognition, while bearing whatever cost you must.  This is a deep, unwavering commitment that you can make for as long as you want."}],"markDefs":[],"style":"normal"},{"_key":"49fa5149bc07","_type":"block","children":[{"_key":"859aa69c27a8","_type":"span","marks":[],"text":"Guardianship is ultimately a decision you make to do what’s necessary for a greater good."}],"markDefs":[],"style":"normal"},{"_key":"3361d60572b0","_type":"block","children":[{"_key":"65fd571bcc30","_type":"span","marks":[],"text":"Being a guardian is a choice."}],"markDefs":[],"style":"normal"},{"_key":"4b16432164fe","_type":"block","children":[{"_key":"b2d7296fe123","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"526cb7d9f1c9","_type":"block","children":[{"_key":"794ea382140b","_type":"span","marks":["strong"],"text":"Take control and do good"}],"markDefs":[],"style":"normal"},{"_key":"20797878cf50","_type":"block","children":[{"_key":"040502a9172b","_type":"span","marks":[],"text":"Acting heroically, with courage and sacrifice, is truly noble."}],"markDefs":[],"style":"normal"},{"_key":"fa88254c57fd","_type":"block","children":[{"_key":"5bbaf220d61a","_type":"span","marks":[],"text":"Society sings the praises of heroes, but this is perhaps because it is easier to focus on a singular act that is irrefutably good, rather than appreciate the longer and more complex commitment involved in being a guardian."}],"markDefs":[],"style":"normal"},{"_key":"900718a47534","_type":"block","children":[{"_key":"ce08a3d54f3e","_type":"span","marks":[],"text":"But focusing on trying to be a hero is a fool’s errand.  It’s a chase that while still benevolent (focused on the greater good), is laced with narcissism - and largely left to the hands of fate."}],"markDefs":[],"style":"normal"},{"_key":"bc94f04e1d97","_type":"block","children":[{"_key":"a4f54efc2fea","_type":"span","marks":[],"text":"If you want a life rich in purpose and contribution, don’t dream of being seen as a hero. Don’t waste your life waiting for a chance at recognition."}],"markDefs":[],"style":"normal"},{"_key":"505951ffeb5b","_type":"block","children":[{"_key":"6047d15350de","_type":"span","marks":[],"text":"Instead, choose to serve the greater good, to begin a journey that you are in control of."}],"markDefs":[],"style":"normal"},{"_key":"7c10781d2c9f","_type":"block","children":[{"_key":"977d92b1bd21","_type":"span","marks":[],"text":"Choose to serve someone or some purpose beyond yourself. Choose to do what needs to be done and be willing to bear the cost.  Commit yourself to that which merits your commitment. And do it over and over again, for as long as you are able."}],"markDefs":[],"style":"normal"},{"_key":"054686ebae6e","_type":"block","children":[{"_key":"1659f5166ce2","_type":"span","marks":[],"text":"Choose to be a guardian."}],"markDefs":[],"style":"normal"},{"_key":"2ce671937023","_type":"block","children":[{"_key":"1023871da108","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"217d78895854","_type":"contentEditorSpacer","height":100},{"_key":"5c95630b0c33","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","tiktok":"https://www.tiktok.com/@theattributes?is_from_webapp=1&sender_device=pc","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-11-21","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"d930acbc1c8a","_type":"block","children":[{"_key":"82f3e6faf8c1","_type":"span","marks":[],"text":"Few things get attention in our society like heroes. Heroes are shining paragons of goodness, and they can do no wrong. They are nearly universally esteemed. It’s no wonder just about everybody wants to be one. But being a hero is tough….and not for the reasons you may think.\n"}],"markDefs":[],"style":"normal"}]},"featuredBlog":false,"hero_image":{"_type":"image","asset":{"_ref":"image-c27149b0acaba841e4d906c0d93331deee5c5466-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":null,"hide_next_up":null,"hide_share_button":null,"highlightedBlog":null,"relatedPosts":[{"_key":"52343ad704c0","_ref":"24fadb2f-c429-476f-9ad6-8d60b3df0bac","_type":"reference"},{"_key":"9f6f517538d3","_ref":"68d8ae4e-205c-4210-a6f6-0f696a1a006b","_type":"reference"},{"_key":"08dc7f8f8573","_ref":"85f41bd8-d2be-437b-89de-e423e56a9cb5","_type":"reference"}],"seo":{"_type":"seo","description":"Explore the difference between heroes & guardians with insights from Rich Diviney. Learn how to unlock your true potential today!","title":"Heroes vs. Guardians: Choosing Service Over Recognition for Lasting Impact"},"shortDesc":"Few things get attention in our society like heroes. Heroes are shining paragons of goodness, and they can do no wrong. They are nearly universally esteemed. It’s no wonder just about everybody wants to be one. But being a hero is tough….and not for the reasons you may think.\n","showAssessmentTool":false,"slug":{"_type":"slug","current":"heroes-vs-guardians"},"socialSharing":{"desc":"Few things get attention in our society like heroes. Heroes are shining paragons of goodness, and they can do no wrong. They are nearly universally esteemed. It’s no wonder just about everybody wants to be one. But being a hero is tough….and not for the reasons you may think.","image":{"_type":"image","asset":{"_ref":"image-f5bc0915e56ae54a4b19d03b08e8d62a52a8a3eb-2000x1334-png","_type":"reference"}},"title":"Heroes vs. Guardians"},"title":"Heroes vs. Guardians","top_banner":null},{"_id":"f6304567-f380-4e99-9b8e-e7630b26f228","author":"Rich Diviney","content":{"_type":"contentEditor","content":[{"_key":"3da0ff4358d2","_type":"block","children":[{"_key":"fa7c2cc2a258","_type":"span","marks":["em"],"text":"The Attributes is a consulting firm founded by former Navy SEAL Commander Rich Diviney focused on empowering teams to become masters of uncertainty. Learn how our training curriculums can help your company reach new heights "},{"_key":"23fed4111d3b","_type":"span","marks":["em","fd80d601a41b"],"text":"here"},{"_key":"fc75c3bb5289","_type":"span","marks":["em"],"text":"."}],"markDefs":[{"_key":"fd80d601a41b","_type":"link","href":"https://theattributes.com/consulting"}],"style":"normal"},{"_key":"a23cc9a6fb4f","_type":"block","children":[{"_key":"af3aa99e3e69","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"230cfb6d34ce","_type":"block","children":[{"_key":"8bb12064abe5","_type":"span","marks":[],"text":"I remember once conducting a night training dive while I was a Navy SEAL. We had already been underwater for several hours and were navigating underneath a large pier. While it was not pitch black (ambient light from the surface often provides some illumination), the visibility was near zero due to sediment that had been kicked up by recent boat traffic. Being under a pier is surprisingly both noisy and busy. Some of the noise comes from boat engines in the harbor, but it’s mostly from the sea life. Acorn barnacles have tiny creatures moving around inside them that make clicking sounds, while snapping shrimp and various bottom feeders create a frying bacon or snap, crackle, pop symphony. There are also a lot of fish – who like to gather to chew on the tiny sea life. In this particular case there were also sharks. These waters had hammerheads, who were there to feed on the larger fish."}],"markDefs":[],"style":"normal"},{"_key":"8e9a8bd04024","_type":"block","children":[{"_key":"b5d1c055aa04","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"97947e97f42a","_type":"block","children":[{"_key":"0d3d894f2b0d0","_type":"span","marks":[],"text":"When conducting these missions, your brain is so hyper-focused on your job, that there is often no space for your mind to “stray”. But for some reason at that moment, my mind drifted away from what I was doing, and I was able to take it all in."}],"markDefs":[],"style":"normal"},{"_key":"285d0fbe0c39","_type":"block","children":[{"_key":"7c76bcda516d","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"7d310acb6c47","_type":"block","children":[{"_key":"2db419ed19070","_type":"span","marks":[],"text":"When I did, I noticed something very interesting.  Yes, I was underwater, swimming through a dark noisy pier teaming with sea life and sharks, but I also felt warm and content – almost like I was home."}],"markDefs":[],"style":"normal"},{"_key":"aa46de93e5d8","_type":"block","children":[{"_key":"f5025568f555","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"eedfb8af6859","_type":"block","children":[{"_key":"987f2597cbea0","_type":"span","marks":[],"text":"In that moment, I felt completely and utterly safe. I was in my own “safe space”.\n"}],"markDefs":[],"style":"normal"},{"_key":"4d8e2b29cd6f","_type":"block","children":[{"_key":"e364af99ce440","_type":"span","marks":[],"text":"This recollection causes me to wonder.  In today’s world, especially as teammates and leaders, creating a “safe space” for those in our span of care is not only a good idea – it’s expected.\n"}],"markDefs":[],"style":"normal"},{"_key":"c32dfc1782ba","_type":"block","children":[{"_key":"39b42fe27cb50","_type":"span","marks":[],"text":"This is largely a good thing - because the highest levels of performance come from individuals who are completely free to show both their strengths and their weaknesses to their teammates; people who know that they can risk a little, try something, or innovate, and will still be supported if they make a mistake. High-performing teams, and dynamic subordination specifically, requires that every individual feel completely free to lead & follow as needed – and that requires a “safe space” inside of which to do so.\n"}],"markDefs":[],"style":"normal"},{"_key":"5c39b8ece07c","_type":"block","children":[{"_key":"63727b9f155a0","_type":"span","marks":[],"text":"As with anything in life however, there is also a real challenge to today’s emphasis on “safe space”. That challenge is figuring out what it actually is."}],"markDefs":[],"style":"normal"},{"_key":"b70575426caf","_type":"block","children":[{"_key":"215ee6ec70d50","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"011a7d6c7bf8","_type":"block","children":[{"_key":"bb8ab99cec650","_type":"span","marks":[],"text":"The Oxford Dictionary defines a “safe space” as: "},{"_key":"bb8ab99cec651","_type":"span","marks":["em"],"text":"a place or environment in which a person or category of people can feel confident that they will not be exposed to discrimination, criticism, harassment, or any other emotional or physical harm."}],"markDefs":[],"style":"normal"},{"_key":"5321265d622e","_type":"block","children":[{"_key":"67e31a527aae0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"c4c9693d983d","_type":"block","children":[{"_key":"c308b9212a400","_type":"span","marks":[],"text":"This is a well-articulated definition. But it comes with enormous complexity because of one little word: “"},{"_key":"c308b9212a401","_type":"span","marks":["em"],"text":"Feel"},{"_key":"c308b9212a402","_type":"span","marks":[],"text":"”."}],"markDefs":[],"style":"normal"},{"_key":"94dd716f168b","_type":"block","children":[{"_key":"019da1d7ff5f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"06db494d3a3a","_type":"block","children":[{"_key":"049232f974350","_type":"span","marks":[],"text":"This one word takes a universally objective definition and turns it into a million subjective ones (or perhaps 7 billion)."}],"markDefs":[],"style":"normal"},{"_key":"3204c576ea00","_type":"block","children":[{"_key":"3a8da9ea3829","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"b0cbcfc27ea5","_type":"block","children":[{"_key":"5902f26566d90","_type":"span","marks":[],"text":"As my story above highlights, feeling safe is entirely subjective to the human being you are asking. There are loads of human beings (perhaps the majority) who would have felt decidedly unsafe with me on that night dive years ago."}],"markDefs":[],"style":"normal"},{"_key":"c28230977312","_type":"block","children":[{"_key":"d0b5056012730","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ccec95f5929f","_type":"block","children":[{"_key":"9928dcb7ad3b0","_type":"span","marks":[],"text":"So, the first thing to consider is that due to the subjectivity of the task, we can’t think of a “safe space” as one big room where everyone can gather. It’s more like individual force fields around each person. Those force fields need to have the porousness to allow information out (the confidence to share) and allow information in (the humility to receive)."}],"markDefs":[],"style":"normal"},{"_key":"bfd31d973068","_type":"block","children":[{"_key":"2778252656000","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"acaa2fca710f","_type":"block","children":[{"_key":"35b538d37fc30","_type":"span","marks":[],"text":"So how do we, as good teammates, leaders, friends, and parents do this? How do we actually create a safe space for others…...when we are not even sure what that means for them?"}],"markDefs":[],"style":"normal"},{"_key":"d727b98d5383","_type":"block","children":[{"_key":"93ab3d0edc37","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"fad43482633a","_type":"block","children":[{"_key":"4975aa94a0ab0","_type":"span","marks":[],"text":"In a word: empathetic listening.\n"}],"markDefs":[],"style":"normal"},{"_key":"e1b46f0a1296","_type":"block","children":[{"_key":"ecf4fe0293ee0","_type":"span","marks":[],"text":"This is harder than it might seem. People tend to “hear” more than listen. Usually, our brains are trying to sort out a response or figuring out how whatever is being said relates to us. But really listening requires a deep focus on that person to whom we are listening to. It means that we are clearing out all those stray thoughts about how to respond, and eliminate any sense of judgment or defensiveness. It means shutting up and staying quiet so that whoever we are listening to feels fully free to speak honestly. This type of listening also includes non-verbal cues. Full attentive behavior like eye contact, leaning in, and affirmative facial expressions – all letting someone know that we are hearing them – and that we care. This builds empathy….and empathy is foundational in creating a safe space for another human being."}],"markDefs":[],"style":"normal"},{"_key":"fc5555736543","_type":"block","children":[{"_key":"aa27986ce182","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"abe743dc0049","_type":"block","children":[{"_key":"78d9a9072d6f0","_type":"span","marks":[],"text":"When you do this, two things happen. First, you are signaling to the people on your team that you care about them. This builds that “feeling” of trust and safety. Second, you are modeling the behavior. Culture is set by behavior…. not just by words on a wall. If, as a leader, you want to create a safe culture – you must “go first” with the behavior."}],"markDefs":[],"style":"normal"},{"_key":"a3c00f0e8504","_type":"block","children":[{"_key":"d5bd3dca273f0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"e6de956020fc","_type":"contentEditorSpacer","height":80},{"_key":"368107d026bd","_type":"block","children":[{"_key":"1341779b5f190","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"f64eca59afe4","_type":"discoverBlock","btnLink":"/assessment-tool","btnText":"Take Assessment","description":"Take our online assesment to discover what attributes you have & how to use them effectively for success.","title":"Discover your Attributes"},{"_key":"b0045157f915","_type":"block","children":[{"_key":"5c908c8d23fe","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"cf04fa4b9faf","_type":"contentEditorSpacer","height":100},{"_key":"4bb1e29eedd4","_type":"block","children":[{"_key":"869552c034eb","_type":"span","marks":[],"text":"Empathetic listening goes beyond just theory, to not do it can have very unintended consequences. Recently, I had a client who experienced an interesting encounter with a colleague, someone with whom he usually felt a shared safe space with. But this encounter (which was a simple conversation) was different; the topic, the tone, and the context did not feel welcoming, open-minded, or even kind. In other words, for this gentleman, the usual “safe space” had disappeared. In speaking with the other gentlemen in this encounter (the talker), I was also able to hear his thoughts on the conversation. In short, he thought it was fantastic. He felt like he was able to express what he was thinking, he felt supported and heard. He had no idea his colleague felt the way he felt. Both gentlemen were guilty of not empathetically listening to each other. Had they been – the one who felt unsafe might have keyed into the fact that the talker was oblivious to his feelings. The talker, on the other hand, not only talked too much – but also missed important cues from the listener indicating that he wasn’t comfortable."}],"markDefs":[],"style":"normal"},{"_key":"2b7afbc2c2bf","_type":"block","children":[{"_key":"8f41c16a6e5c0","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"ae7fa4634718","_type":"block","children":[{"_key":"954ea46cd4f80","_type":"span","marks":[],"text":"Many of us are heading back to work for the first time in two years. And not just any two years. A particularly tumultuous, stressful, and in many ways divisive two years. We are coming face to face with some familiar colleagues and some that we’ve never met in person. Now, more than ever, it’s critical that we come back into the fray determined to build trust and perform. Creating and maintaining a safe space is critical to building trust – and trust is what allows high performance any time, anywhere."}],"markDefs":[],"style":"normal"},{"_key":"33c60e233d5d","_type":"block","children":[{"_key":"149a0c739d520","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"1b674dd91a59","_type":"block","children":[{"_key":"98323fa5d9e10","_type":"span","marks":[],"text":"Remember; “feeling” safe is so subjective, that even two people having a conversation can feel completely opposite things. Empathetic listening is the antidote."}],"markDefs":[],"style":"normal"},{"_key":"ebbc0b4273b1","_type":"block","children":[{"_key":"cf21d328f119","_type":"span","marks":[],"text":""}],"markDefs":[],"style":"normal"},{"_key":"30b5b5e362e9","_type":"block","children":[{"_key":"a5fa6ba3eafb0","_type":"span","marks":[],"text":"Listen more."}],"markDefs":[],"style":"normal"},{"_key":"a3573ee33648","_type":"block","children":[{"_key":"62e4ce1ff4e50","_type":"span","marks":[],"text":"\n"}],"markDefs":[],"style":"normal"},{"_key":"1cea02fe6179","_type":"contentEditorSpacer","height":100},{"_key":"5fd2f8a8906b","_type":"authorBlock","description":"Rich draws upon 20+ years of experience as a Navy SEAL Officer. Since retirement in early 2017, Rich has worked as a speaker, facilitator, and consultant with.","facebook":"https://fb.me/RichDiviney","image":{"_type":"image","asset":{"_ref":"image-ca53dbadfc43585c33bb4ed612ed32d6a1a68bbf-723x717-png","_type":"reference"}},"instagram":"https://www.instagram.com/rich_diviney/","linkedIn":"https://www.linkedin.com/in/richdiviney/","title":"Rich Diviney, Author of The Attributes","twitter":"https://twitter.com/richdiviney"}]},"date":"2022-03-22","excerpt":{"_type":"contentEditorMinimal","content":[{"_key":"9edd71455ae6","_type":"block","children":[{"_key":"3010e056c58f","_type":"span","marks":[],"text":"When taking on the obstacles of life, whether as a team or an individual, it’s important to have a “safe space.” A safe space is a place where your mind is at ease, and you feel free to express your true strengths and weaknesses without repercussions. Safe spaces are essential, especially for high-performing teams that require a team environment of empathy and transparency. This is a straightforward description, but the complexity comes from the word “feel”, which is subjective. Continue reading to learn how to effectively create your own safe space."}],"markDefs":[],"style":"normal"}]},"featuredBlog":null,"hero_image":{"_type":"image","asset":{"_ref":"image-370ec9240c98bb026b8a8e94c5c5f3b11c39e3ea-2880x550-png","_type":"reference"}},"hideBlog":null,"hide_hero":false,"hide_next_up":false,"hide_share_button":false,"highlightedBlog":null,"relatedPosts":[{"_key":"867cbf25792c","_ref":"c8fa9912-d05c-4be6-9761-9f3b714d8493","_type":"reference"},{"_key":"335d9cc621da","_ref":"03153813-e813-4f92-b61f-60c881c4e89d","_type":"reference"},{"_key":"0473149ad072","_ref":"4f3f563f-59ab-4a4e-8650-10236c26a4c1","_type":"reference"}],"seo":{"_type":"seo","description":"Discover why creating a safe space is vital for team performance. Learn empathetic listening and enhance trust for success.","title":"Create a Safe Space for Your Team: Strategies for High-Performance Dynamics"},"shortDesc":"When taking on the obstacles of life, whether as a team or an individual, it’s important to have a “safe space.” A safe space is a place where your mind is at ease, and you feel free to express your true strengths and weaknesses without repercussions. Safe spaces are essential, especially for high-performing teams that require a team environment of empathy and transparency.\n\nAccording to Oxford Dictionary, a safe space is a place or environment in which a person or category of people can feel confident that they will not be exposed to discrimination, criticism, harassment, or any other emotional or physical harm. This is a straightforward definition, but the complexity comes from the word “feel”, which is subjective. Continue reading to learn how to effectively create your own safe space.","showAssessmentTool":null,"slug":{"_type":"slug","current":"why-your-team-needs-a-safe-space-and-how-to-create-one"},"socialSharing":{"desc":"When taking on the obstacles of life, whether as a team or an individual, it’s important to have a “safe space.” A safe space is a place where your mind is at ease, and you feel free to express your true strengths and weaknesses without repercussions. Safe spaces are essential, especially for high-performing teams that require a team environment of empathy and transparency.  According to Oxford Dictionary, a safe space is a place or environment in which a person or category of people can feel confident that they will not be exposed to discrimination, criticism, harassment, or any other emotional or physical harm. This is a straightforward definition, but the complexity comes from the word “feel”, which is subjective. Continue reading to learn how to effectively create your own safe space.","image":{"_type":"image","asset":{"_ref":"image-4f254829d18291c8983123cefe4663b271da3c7d-2000x1334-png","_type":"reference"}},"title":"Why Your Team Needs a Safe Space and How to Create One"},"title":"Why Your Team Needs a Safe Space and How to Create One","top_banner":{"center_content":"Discover our workbooks to improve your Attributes","left_content":"ATTRIBUTES WORKBOOKS","link":"/workbooks","right_content":"LEARN MORE"}}],"settings":{"_id":"siteSettings","footerLinks":[{"_key":"40193a80061d","_type":"footerLink","column":"first","link":"/consulting","title":"Solutions for companies"},{"_key":"7a729b9d4cf8","_type":"footerLink","column":"first","link":"/consulting/keynotes","title":"Book a Keynote"},{"_key":"736842fc5d64","_type":"footerLink","column":"first","link":"/all-attributes","title":"All Attributes"},{"_key":"964f348d9845","_type":"footerLink","column":"second","link":"https://drive.google.com/drive/folders/1xEJMCBVygwLCa_ItbgH4giK_WkQZFCAr","title":"Book Appendices"},{"_key":"4f4a702f9e01","_type":"footerLink","column":"second","link":"https://hub.theattributes.com/","title":"Our Workbooks"},{"_key":"a82c11d44b8e","_type":"footerLink","column":"second","link":"/brand-assets","title":"Press and Media"},{"_key":"be2d16accff5","_type":"footerLink","column":"second","link":"/newsletter","title":"Join Newsletter"},{"_key":"25b23038464f","_type":"footerLink","column":"first","link":"https://hub.theattributes.com/","title":"Trust Fall Assessment"},{"_key":"6f9c2806fe43","_type":"footerLink","column":"second","link":"/contact","title":"Contact Us"},{"_key":"0b42b6ad7af4","_type":"footerLink","column":"first","link":"/blog","title":"Attributes Blog"}]}}},
    "staticQueryHashes": []}