HeadTrash: Cleaning Out the Junk that Stands Between You and Success

HeadTrash: Cleaning Out the Junk that Stands Between You and Success

Tish Squillaro, Timothy I. Thomas

Language: English

Pages: 160

ISBN: 1937110516

Format: PDF / Kindle (mobi) / ePub


Why do executives get stuck? Why do leaders sometimes find themselves pushing hard but not gaining traction? Frequently it's because they're working against themselves, defeating their best efforts with their own problematical thoughts and emotions.

In this book, we refer to thought patterns and emotional tendencies that hinder your ability to respond to business issues in a productive and professional way as HeadTrash. Put another way, HeadTrash is the negative voice of your subconscious, engaging you in a deadly inner dialogue that only you hear, consciously or subconsciously, but which affects everything you say and do and everyone around you. HeadTrash is any pattern of self-defeating feelings and thoughts that leads you into trouble and keeps you stuck there. Even worse, depending on your level of responsibility and authority, the rest of your team or company can get stuck too.

Based on their work with thousands of leaders, authors Tish Squillaro and Timothy I. Thomas discovered that some forms of HeadTrash can even produce symptoms in organizations that mirror the symptoms experienced by company leaders. Learn to probe beyond symptoms to identify the forms of HeadTrash you need to address. This book will show you how to change your behavior and become a better leader--for yourself, your business, your employees, and your family.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

desk of:” sections of the book: Phil Clemens, Chairman and CEO Hatfield Quality Meats; Tim Myers, Liquid Hub Lead Partner; Peter Musser, Chairman and CEO of the Musser Group and Chairman Emeritus of Safeguard Scientific; Chris Saridakis, CEO of GSI Commerce; Marta Martinez, AOL Head of Sales Strategies and Operations; and Erika Weinstein, president of Stephen-Bradford Search. We are also indebted to Hilary Hinzmann, who served us wonderfully as a thought-provoking editor who continually

control the situation, the CEO dictated exactly how the initiative should be executed, right down to the smallest detail. The CEO had given the illusion of empowerment, but for all intents and purposes he was still running the sales team—and everything else. This form of control is especially insidious for the leader because subtle control is difficult to detect and oftentimes goes unnoticed. In the scenario we’ve just outlined, it was not until the new head of sales quit that the CEO accepted

is fuming, raging out loud because she wants everyone to know she is Ticked Off! She Who Must Be Obeyed never hesitates to show that she is beyond dismayed, engaging in diatribes instead of dialogues that might actually produce a solution. Raging leaders create a workplace of dispirited, disengaged employees. When the leader has a demonstratively angry personality, people walk and speak gingerly to avoid tripping that wire. They also tend not to think creatively or independently, for fear of

Ted and Alice joined the company at the same time in similar roles. Working on companion projects, under the same director, they became friends, and their mutual support helped them both succeed—but not at the same level. Although Ted was competent enough in his initial role, Alice became a company rock star. Senior management rightfully recognized and rewarded her with greatly expanded responsibilities in a series of promotions. Unfortunately for Alice and the company, however, she felt guilty

enforce them when necessary. If that happens consistently, people know where they stand, trust where they’re going, and strive to get there. The leader’s decisions and example channel their employees’ energy like a swiftly flowing river. But when a leader avoids making important decisions or setting necessary guidelines, energy sooner or later dissipates. Like water overflowing a river’s banks, energy spills out wastefully or destructively. Employees then become: Aimless. Because management

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