Do we add sails or remove anchors?

Which is more efficient, moving to the first option by adding sales on the right or the second by removing anchors?

I was thinking yesterday evening about how I’m so guilty of wanting new shiny things and convincing myself that I need them.

I drew this picture to try and make sense of this for myself.

This could be new ‘things’ like another journal or it could be new behaviours, strategies or beliefs about myself. (Sails)

We also convince ourselves of stories about ourselves and carry these around with us without realising they’re not serving us anymore and may actually be slowing us down: “I could never do that”, or “I’m just not that type of person”. (Anchors)

I think we pay a lot of attention to adding stuff rather than lightening our load or removing the friction that stops us from performing at our best.

We can do this by challenging limited beliefs, get really clear on what we think or say about ourselves (I’m not good at Excel/Marketing etc.) and reframe these to something that serves us instead.

As managers and leaders, do we pay attention to adding sails or removing anchors for your teams and groups? What do we incentivise? What friction can we remove to help them deliver their best? This could be new initiatives, shared stories or processes that are inherited.

I think this focus may help both ourselves and the teams we lead, do you?

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