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Here’s the reaction you might be creating in your employees:

  • “So … if I’m a leader now, that means I can make your decisions for you now?”
  • “So … I don’t know what direction we’re going as a group!”
  • “I thought I was hired to DO work, not just to tell OTHERS what to do!”

Of course, this isn’t at all what you intended. Right? You were trying to communicate that you trust peoples’ initiative, that you don’t want them always waiting for direction from on high.

So you can see why people are confused.

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In uncertain times, we rely on confidence from others around us. We look to political, community, and business leaders to provide direction.

But more than being told what to do, we want to know why. Part of that is assigning blame for something out of our control, but that’s only the negative side of it.

On the good side, we’re looking for a reason to get out of the fight-or-flight response. Our higher selves want to move forward with purpose and intention.

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The world just changed its axis. Did you feel it?

Last week, 181 of the country’s biggest CEOs — representing 15 million employees and $7 trillion in revenues — came together to refute one of the core principles of business for the last fifty years.

That was Milton Friedman’s 1970 paper, The Social Responsibility of Business is to Increase its Profits. In it, he expanded that title to declare that there was no other responsibility of business than to return profits to its shareholders. Everything else — customers, employees, societal change — must be in service to the shareholders.

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