Aviv Ben-Yosef’s Post

“It’s why you make the big bucks.” A snide remark made about small business owners by an employee. 😒 There are many times as a leader you will hear things from team members and you’ll think to yourself, “if only they KNEW.” It can feel frustrating to hear something like this for a moment, and then I let go of the feeling just as quickly as it came. You can only speak to things relative to the perspectives and knowledge you have. If others possessed the same information, mindset, perspectives and knowledge you have, well they’d be in YOUR shoes then. Logically - it doesn’t make sense to get upset about someone ELSE’S mindset. 🤔 🔥 Compassion and empathy only count in moments where it takes a lot of effort to generate them. 🔥 Frustration and anger only lead to resentment. You cannot take care of people you resent. 🔥 You ONLY get to practice emotional intelligence skills in moments when it feels inconvenient to do so. It doesn’t mean everyone has a hall pass to say whatever they want. If it’s important enough to be frustrated about then it is important enough for your to discuss. Never remain frustrated with a team member about something you don’t have the courage to talk to them about. 👈 Core Values aren’t as intuitive as you think it should be. All discipline is difficult, and values are the motherlode of discipline. Don’t be disappointed when others don’t live up your organization’s core values. Smile. It’s a teachable moment. Most importantly, when others don’t live up to your organization’s core values it’s most likely a time for YOU to live up to them.

10 lessons from "Quiet: The Power of Introverts in a World That Can't Stop Talking" by Susan Cain 1. Introverts have unique strengths, including deep thinking, focus, and creativity. They often excel in roles that require attention to detail, problem-solving, and innovation. 2. Introversion and extroversion are not just about social interaction but also about how individuals respond to stimulation. Introverts prefer less stimulating environments, while extroverts thrive in high-stimulation settings. 3. Society often favors extroverted traits such as assertiveness, sociability, and enthusiasm. This "Extrovert Ideal" can overshadow the valuable contributions of introverts. 4. Solitude can be a catalyst for creativity and deep thinking. Many great ideas and breakthroughs have come from individuals who spent time alone reflecting and working quietly. 5. Introverts may prefer fewer, deeper relationships rather than numerous, superficial connections. Quality interactions are more fulfilling for them than quantity. 6. Introverts can be effective leaders, especially in environments that value listening, empathy, and careful decision-making. They often excel at empowering others and fostering team collaboration. 7. The belief that effective leaders must be extroverted is a myth. Many successful leaders, like Mahatma Gandhi and Bill Gates, are introverts who leverage their quiet strengths. 8. Introverts thrive in environments that allow for quiet, focus, and independence. Creating spaces that accommodate different work styles can enhance productivity and well-being for everyone. 9. Introverts should embrace their natural tendencies rather than trying to conform to extroverted norms. Authenticity leads to greater satisfaction and success. 10. Both introverts and extroverts bring valuable qualities to the table. Recognizing and appreciating these differences can lead to more harmonious and effective collaborations. Credits CTTO, Joseph G #inspirationalquote #motivationalquote #wisdomquotes #lifelesson #positivethoughts #positivemind

Whether you struggle with #ImposterSyndrome or not, it is best that we become aware of this phenomenon and avoid creating a culture within our team. While a leader can make a huge difference in setting the right culture, the team should also be intentional and collaborative to make this culture of celebrating wins, honesty and feedback, to work.

#everyonePartsMakingHumanity Introverts play a vital role in society, offering unique strengths and perspectives that contribute to various aspects of life. Here are some key roles and strengths of introverts: Deep Thinkers: Introverts tend to be introspective, which allows them to think deeply about issues and come up with thoughtful, creative solutions. Good Listeners: They are often excellent listeners, which makes them great friends, partners, and colleagues, as they offer meaningful insights and emotional support. Focused and Independent: Introverts are usually good at working independently and can focus intensely on tasks, making them effective in fields that require concentration, research, or solitary work. Innovative Problem Solvers: Because they spend time reflecting, introverts often excel at problem-solving and innovation, especially in situations where deeper analysis is needed. Building Meaningful Relationships: Though introverts may have smaller social circles, they often form deep, meaningful connections, building strong bonds that lead to trust and loyalty. Leadership with Quiet Confidence: Introverts can be effective leaders through their calm demeanor, empathy, and thoughtful decision-making. They lead by example and inspire confidence in their teams without the need for constant attention. Balance in Teamwork: Introverts balance the more outspoken nature of extroverts, creating a well-rounded team dynamic that allows for both action and reflection. Their quiet strength, ability to observe, and reflective nature allow them to contribute in ways that complement more extroverted personalities, fostering a diverse and dynamic society.

One of the things I really struggle with is building a culture of high performance. Push too hard. Everyone burns out and you feel bad. Push too soft. Everyone starts to accept mediocre as ok and you feel frustrated. In the early days of UNKNOWN, I think I over indexed on ‘feelings’. If I’m deeply honest, I think I projected my people-pleasing-co-dependent-LOVE ME insecurities onto everyone which led to me force feeding high performers with therapy and a lot of ‘yeah, but are you actually ok?’ I convinced myself I was being progressive. A lot of the time, it was actually the total opposite. These days, it’s a balance. We look backwards. And we think more about what we want out of forwards. I’m blessed to have people like Ellie Gould in my management team who shares the same love for woo woo and Woohoo. (That’s spirituality and performance for those linguists out there) At the end of what has been our biggest and hardest working Q, where we all looked a bit knackered, she ran this incredible exercise. And, if you’re in any kind of team, you should steal it: 1. Reflect: Think of the last three months. Write a challenge down. Write something your proud of. Write the sentence: Last Quarter I struggled with x. So I’m going to x. I’m proud of achieving x. And x made me happy. 2. Admire: Write one thing you have admired about the person you have been given in your ‘zenvelope’. 3. Bigphat group OMMMMMMM. OK, the last one may lose a few of you. But seriously… That was thirty of the nicest, purest, most vulnerable minutes I’ve spent with everyone in that room. And it just took two questions. Thanks, Elz.

At my former company, the word "underdog" was practically forbidden. Mentioning it in any department was seen as dragging up negativity. But in my experience, there's nothing wrong with being an underdog. In fact, I celebrate it. Honestly, who doesn't root for the underdog? Underdogs possess grit, drive, and an unyielding determination to succeed. They are the ones who push harder, collaborate more, and persist when others might give up. All they want is to be seen, recognized, and given a fair chance—just like everyone else.Sweeping these qualities under the rug and refusing to acknowledge the challenges and contributions of underdogs only alienates them and feeds a culture of toxic positivity. It dismisses the real struggles people face and discourages open dialogue about improvement and growth.But here's the thing: Underdogs have a unique power. They bring fresh perspectives, innovative solutions, and a level of resilience that can inspire entire teams. Ignoring them is not just a disservice to those individuals; it's a missed opportunity for the organization as a whole. So, don't count out the underdogs. Instead, empower them. Give them the space to grow, the resources to thrive, and the recognition they deserve. When you support the underdogs, you're not just lifting them up—you're driving your entire team toward success.

Let's be honest:   If we don't hold everyone #accountable for their work,   We're setting ourselves up for #failure.   When we let slackers get away with subpar performance, it's like telling our top performers,   'Your hard work doesn't matter.'   It's a slap in the face to those who go above and beyond.   We need to create a #culture where excellence is rewarded and mediocrity is addressed.   It's not about being #harsh; it's about being #fair.   When our team members know that their efforts are noticed and their #results are valued,   They're more #motivated to do their best.   If we don't make changes now, we risk losing our best #talent and damaging our #company's #future.   What do you think?   Let me know in the comments.

We all have one. Often, we aren’t even aware of it. Our shadow. Recently, I read a profound statement: "To build a strong team, you must see someone else's strength as a complement to your weakness, not a threat to your position or authority." This insight led me to reflect on the role of shadow work in leadership. I was reminded of Peter Pan’s shadow story from childhood—how Peter’s shadow fell off, and Mrs. Darling tucked it away. This childhood memory now resonates on a deeper level. Carl Jung's concept of the shadow suggests that these hidden parts of ourselves, which we often tuck away or deny, are crucial to our personal growth. Jung asserted, “Until you make the unconscious conscious, it will direct your life and you will call it fate.” Shadow work involves exploring and integrating these hidden aspects of our personality. For instance, you might deny your fear of failure by overworking to prove your competence or suppress your need for validation by putting on a façade of invulnerability. Similarly, if you feel insecure or intimidated by a colleague's success, you might project self-criticism onto them rather than acknowledging your own feelings of inadequacy. Recognising these tendencies allows us to understand how they influence our behaviour and interactions. By confronting these elements, leaders can: - Recognise and appreciate team members' strengths 💪 - Foster a culture of trust and mutual respect 🤝 - Lead with authenticity and vulnerability, inspiring others 🌟 How to Address Our Shadow: - Self-Reflection: Observe your reactions and triggers🪞 - Emotional Inquiry: Understand your emotions and their roots 💭 - Journaling: Explore your thoughts and feelings daily 📓 - Meditation: Connect with your deeper self in silence 🧘 - Inner Child Work: Heal childhood wounds 🧸 Shadow work is challenging but essential. By facing and integrating our shadows, we gain greater self-awareness, unlock our full potential and create a more balanced, compassionate leadership style. #Leadership #culture #ShadowWork #CarlJung #Authenticity #TeamBuilding #PersonalGrowth #SelfAwareness

We've all been there. Frustrated at a door we can’t seem to open, pushing with all our might, only to realize the sign says "PULL." We laugh at ourselves, yet we repeat the same mistake with our teams. We push. We push for compliance, for deadlines met, for tasks checked off the list. We push harder when things get tough, believing sheer force will get us through. But what if the answer isn't pushing harder? What if it's about pulling? People aren't meant to be forced open. They respond to a different kind of energy, an invitation to step forward, to engage, to contribute their best. This is the power of intrinsic motivation: the desire to do something because it's interesting, challenging, or personally meaningful. It's the difference between compliance and commitment, between going through the motions and truly excelling. Shifting from a push to a pull mindset requires letting go of control, embracing vulnerability, and trusting your team's capabilities. It means: Asking, not just telling: "What are your thoughts on this?" "How can we make this project more engaging for you?" "What challenges do you foresee?" Listening, not just dictating: Paying attention to feedback, being open to new ideas, and valuing diverse perspectives. Creating space for growth: Providing opportunities for learning, encouraging experimentation, and celebrating both successes and failures. This shift in approach is what fosters a culture of trust, collaboration, and innovation. Because when you stop pushing and start pulling, something remarkable happens. People open up. They share their ideas, their concerns, their passions. They take ownership, solve problems, and go above and beyond. It's like that moment when you finally pull on the door, and it glides open effortlessly. Suddenly, the path forward is clear. The next time you're tempted to push harder, remember: the most powerful force in leadership isn't brute strength, It's the pull of inspiration. #employeeengagement #leadershipdevelopment #managementdevelopment  #frommanagertomotivator #varnagroup

We've had a few instances where it's clear that someone at the organizations we're working with is gaming the metrics. I know they're probably acting out of fear, but they might not realize their fear silences other people's voices. When we start working with people, we often hear, "Our organization would never..." or "Our staff would never..." Sad experience has shown me that fear drives our decisions and often makes us do things we'd never think of doing in a different situation. So, how do you help your staff feel like they can safely gather feedback and let clients' true voices ring through: 1. Make the staff members partners in the process. Don't have the feedback gathering, analyzing, and reporting happen inside a black box. 2. Foster a growth mindset culture where it's okay not to be perfect Teach, train, and reward not based on perfection but based on effort. 3. Lead by example by being open to feedback yourself. Show your team you walk the walk and not just talk the talk. Open yourself up to criticism from both internal and external sources, knowing that however unfair, you can listen and attempt to improve.