40-Day Business Leadership Peak Performance Programme Day 20: Pit Stop 2

Unbelievably it’s Day 20 and time for a pit stop to review. The big, big takeaway its to check if you are reading these blogs or actually leaning in and applying the information to your situation. I want you to listen carefully. This is some of the material I use in my £10,000 leadership programme. The tools I am sharing here are used by clients worldwide to get remarkable results.

But I want to emphasise NONE off these tools work. They really don’t. Unless …

… you work the tools.

So let’s recap so far.

  • If you own a business you will have problems. It’s naive to think your problems will get less with more success. In fact you get more problems. Normalise problems.
  • There are four key areas in any business – no matter how small or large – where most of your problems show up. They are marketing and sales; management, administration and human resources (HR); operations (logistics, systems and IT); and financial control.

  • It doesn’t matter if your problems are obvious or not so obvious – call them upside down rockets. 
  • Those problems demand a resolution. Your problems either resolve; or they recur; or they don’t resolve easily; or at all. Peak performance tools like Stop, Start and Continue are designed as a quick win to get you thinking – in fact to get your normal response to problems to jump tracks – and to help you resolve your problems and create the outcomes you prefer bigger and sooner.
  • If a problem isn’t resolving easily or at all there is usually some obstacle. Obstacles are either real and legitimate (FCA regulations, AMA code of conduct); or imagined or self-imposed.

  • Self imposed obstacles are due to maladaptive thinking – faulty beliefs, comfort zone issues or rationalisations and arguments for limitation.
  • Most people are unaware of their own faulty beliefs, comfort zone issues or rationalisations because often they were formed in early childhood and are now the unconscious, automatic, default, set point of responding. Importantly you behaviour appears normal to you. It feels normal.
  • We usually know what we need to say or do to resolve a problem. True.
  • When we know what to say or do but don’t say or do what is needed we are technically behaving incongruently. Incongruence is saying one thing and doing another. Typically we are violating deeply held values.
  • When  you violate deeply held values you experience a phenomena called cognitive dissonance a form of maladaptive internal dialogue, self talk or mind chatter. Chatter exists because you know what to say or do but you aren’t saying or doing it. And when you act contrary to  what you know you need to say or do you are behaving incongruently. And you know it! The more incongruently you behave the worse your problems become.
  • To resolve that dissonance you have to get uncomfortable. You have to say or do something that feels unfamiliar and even counterintuitive. And that’s what we are going to cover next.


Please review the bullet points and I’d like you reflect on any little wins you’ve had so far. And please leave comments.

Andrew Priestley is a qualified business leadership coach with clients worldwide. He is the author of The Money Chimp, Starting and How Money Flows Through Your Business. You can contact him through www.andrewpriestley.com

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It goes without saying that this is for information only and The Author  cannot be held responsible for any losses or damages that occur as a result of reading this material.

© 2017 Andrew Priestley/TCE Ltd

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