Every morning, each of us is faced with a choice—is my life about surviving or thriving? Webster’s defines “to survive” as to not die, to continue to exist. Throughout the world, there are many for whom just surviving takes extraordinary courage. But their drive to survive, they will tell you, is powered by the hope that one day they will have the opportunity to thrive. In other words, to flourish and prosper.
Whenever an organization finds itself stagnant and its employees uninspired and disengaged, it often can be traced to executives locked in a “surviving” mentality. Let’s do a quick assessment of the culture that exists in your organization.
Are people stuck in the past or planning the future?
Are they finding fault or finding solutions?
Are they pointing the finger or being accountable?
Are they complaining or collaborating?
Are they just getting through or breaking through?
Being cautious versus courageous, thinking narrowly rather than expansively, being content to meet standards rather than aspiring to the highest standards are the attitudes and behaviors of leaders who have settled for surviving. They are leaders who are playing safe rather than playing to win.
The culture of organizations—the attitudes and behaviors considered as the norm—is created by and intrinsically connected to the people who lead them. An inspiring purpose, a compelling vision, and values that define what an organization stand for are embedded first and foremost in the hearts, minds, and actions of its leaders. This “thriving” mentality then flows through and permeates the organization. It manifests as exceptional levels of employee contribution, creativity, and commitment.
It was George Elliott who said: “It is never too late to be who you might have been.” So how do we move from surviving to thriving?
It is not possible to have a thriving organization unless those who work in it are thriving. Thriving organizations are built by those who, having been given the opportunity, make a deep personal commitment to thriving. This brings us back to those who lead—do their attitudes and behaviors create a culture of thriving? Here are some important distinctions:
Survivors focus on:
- People as Ordinary
- Making Excuses
- Getting Through
- The Obstacle
- Putting Out Fires
- Limitations
Thrivers focus on:
- People as Extraordinary
- Making Commitments
- Breaking Through
- The Dream
- Blazing a Trail
- Great Expectations
And while thriving leaders understand the future is uncertain, they plan for a future that is unlimited.
“Thriving is not an appearance, it is an experience.”
—from “The Eagle’s Secret” now available on Audible.com
David McNally, CPAE, is the CEO (Chief Encouragement Officer) of TransForm Corporation (http://www.transformcorp.com). Elected to the Speakers Hall of Fame by the National Speakers Association (NSA), McNally is the author of the bestselling books, “Even Eagles Need a Push—Learning to Soar in a Changing World,” “The Eagle’s Secret—Success Strategies for Thriving at Work and in Life,” and “The Push—Unleashing the Power of Encouragement.” His co-authored book, “Be Your OWN Brand,” is used by many business schools to address the importance of building a strong personal brand. McNally’s books have been translated into 12 different languages and developed into corporate training programs that have been released in more than 20 countries. TransForm works with organizations to develop purposeful leaders who build inspired organizations and iconic brands. Clients include Ameriprise, Areva, Conway, Delta Airlines, Pulte Homes, and Thrivent. For more information, visit www.davidmcnally.com or e-mail info@transformcorp.com.
