We spend a staggering amount of time on social media platforms—143 minutes per day, on average, according to 2024 research from GWI. That’s over 36 days per year spent on social media. Some of the time is of course well spent (we are connecting on LinkedIn around this topic after all). But imagine the potential if we reclaimed even a fraction of these hours.
A study from Lund University found that reducing social media use to 30 minutes a day significantly improves mood, focus, and reduces stress. In addition it could free up 687 hours each year—over 34,000 hours over the next 50 years. That’s more than 2 years of our lives we could dedicate to things that truly matter: meaningful work, deep friendships, picking up that guitar or writing that book.
By shifting our mindset and being intentional about how we spend our time, we can achieve more balanced, fulfilling lives without sacrificing performance.
Sustainable high-performance isn’t just about optimizing for wellness or productivity. It’s about adapting your effort and ambition levels intentionally toward your long-term goals. This means focusing on what’s important to you, rather than being driven by socially fueled overachievement.
❓ What would you do with 34,000 hours of reclaimed time
I came across this lovely story while doing research for my book.
There was a Japanese Zen master named Nan-in who lived during the Meiji era (1868-1912). Once, a university professor came to visit him to learn about Zen. When the master had spoken for a while the professor interrupted and said ‘Oh I already know that’, in an attempt to impress the Master. The Master then invited him to discuss the matter over tea. The Master quietly prepared and poured the tea. When the tea was filled to the cup’s brim, he kept pouring. The professor watched the overflowing cup until he could no longer restrain himself. “It’s full! No more will go in!” blurted the student. “Exactly, said the Master. Return to me when your cup is empty.”
One of my favorite assignments last year was a Team Effectiveness Project for a consumer goods company.
THE CHALLENGE
The head of the Consumer Insights team approached me since his team struggled with collaboration. The team was divided between seasoned members and newcomers, leading to low engagement scores and a reluctance from other departments to collaborate.
OUR APPROACH
When interviewing team members, it became clear that they didn’t have common goals, nor did they play by the same rules. We used Team Pro, a structured and well researched method for team development. With an online assessment and a series of workshops we worked on strengthening:
1. Transitional Processes: The interactions that occur before and after work processes where the team plans and evaluates. (To use a sports analogy: before and after the game)
2. Action Processes: The interactions in the team where they perform their work duties to achieve their goals. (During the game)
3. Interpersonal Processes: Activities addressing the team’s emotional climate. (Around the game)
During exercises and simulations, my co-facilitator and I observed the team and gave them feedback on their behaviors. The team then developed an action plan for what they wanted to improve and how.
THE RESULTS
– 8-percentage-point increase in employee engagement score.
– 27% uptick in internal net promoter score.
– The team was recognized as a good place to work, with more internal applications for vacancies.
A key reason for the results was the team leader’s willingness to invest in team development over time. This year we are doing another Team Pro check-in with the team 😊.
Interested in how your team can work better together? Let’s talk
Emma Vallin, Organizational & Leadership Consultant
I’M CRAZY BUSY RIGHT NOW
I hear many people saying that work is crazy busy right now. It usually is this time of year. On top of the end of year frenzy, many of us struggle with pressure to deliver more with less resources, often with less clarity.
I listened to a talk by an emergency physician about Triage – a sorting system to allocate limited resources to do as much good as possible. The criteria differ between country and situation, but in essence: when disaster hits, there should be no doubt about whom to treat first.
Without in any way comparing corporate pressure to emergency care, wouldn’t it be great to have a clear-cut way to allocate our personal resources (time, energy, and cognitive capacity) when things get ‘crazy busy’?
As a starting point, ask yourself:
1️⃣ What are my top 3 priorities? (the easy part)
2️⃣ How are they reflected in my calendar? (the painful part)
3️⃣ How can I design my work, so that my most productive time is spent on my top priorities? (the game-changing part)
Or as Steven C would say: When you have too many top priorities, you effectively have no top priorities.
If my business had a muse, it would be Louisa in Encanto 🏋♀️
I watched the movie again with my kids the other day. The lyrics really speak to my mission of helping high achievers perform sustainably.
❓❓ What would you say to Louisa, to the ’Louisas’ in your team, to yourself if you identify?
”I’m the strong one, I’m not nervous
I’m as tough as the crust of the Earth is
I move mountains, I move churches
And I glow, ’cause I know what my worth is
I don’t ask how hard the work is
I take what I’m handed, I break what’s demanded…
Under the surface, I’m pretty sure I’m worthless if I can’t be of service
Under the surface, I hide my nerves and it worsens
It’s pressure like a drip, drip, drip that’ll never stop, whoa
Pressure that’ll tip, tip, tip ’til you just go pop, whoa, oh, oh
Watch as she buckles and bends but never breaks, no mistakes
Who am I if I can’t run with the ball?
Who am I if I can’t carry it all?”
Emma Vallin, Organizational & Leadership Consultant
Knowledge workers spend on average 85% of their time in meetings, which studies show negatively affects well-being. Not surprisingly many organizations are opting for meeting-free days.
But how does this effect cooperation and productivity?
A study* of companies who had implementing meeting-free days, found that:
ONE meeting-free day a week resulted in:
✅ Autonomy: +62%
✅ Cooperation: +15%
✅ Engagement: +28%
✅ Productivity: +35%
✅ Stress: -26%
With TWO meeting free days, the numbers jumped to:
✅ Autonomy: +78%
✅ Cooperation: +43%
✅ Engagement: +32%
✅ Productivity: +71%
✅ Stress: -43%
Is there such thing as too few meetings, I hear you ask?
THREE seems to be the optimum number of meeting-free days, according to the study. After that, metrics like productivity and satisfaction start declining and micromanagement starts creeping up again.
❓ What if anything, surprised you about these numbers?
* The Surprising Impact of Meeting-Free Days. Benjamin Laker, Vijay Pereira, Pawan Budhwar, and Ashish Malik. MIT Sloan Management Review, January 18, 2022
Pulling an all-nighter, doing 80-hour weeks, burning the midnight oil.
There are countless cultural references and expressions of overwork, most of them talk about the number of hours we work.
Emma Vallin, Organizational & Leadership Consultant
The 8-hour workday can be traced back to the Industrial Revolution and was introduced as a way to give workers enough time to rest from heavy manual labor. In a knowledge based society, where many of us mainly work with our brains, what would be the equivalent rule? How should our workdays be structured to optimize and protect our cognitive muscles?
We have all experienced days or meetings that left us completely spent, barely able to hold a conversation with our family at the dinner table. Some tasks are just more cognitively demanding than others. A 30-minute disorganized Teams meeting with conflicts can leave us mentally drained while a whole week of working on a passion project can even add to our energy depot. These insights are particularly important when you’re in a billable hour practice or run your own business.
Or as George Orwell might have put it, had he been writing LinkedIn articles in 2023:
‘All hours are equal, but some hours are more equal than others.’
I find human capacity and performance management fascinating and I’m not surprised that it’s a well researched topic. There are numerous behavioral science studies and psychology papers exploring human endurance and how we maximize performance. From looking at what world record holding athletes have in common to analyzing iconic chess games.
I recently came across Samuele Mancona’s study about how mental and physical fatigue are linked. It was described in Alex Hutchingson’s book Endure: Mind, Body, and the Curiously Elastic Limits of Human Performance, which I can really recommend. In the study, Manconaasked volunteers to be part of two time-to-exhaustion tests on a stationary bike. Basically, the participants were asked to cycle until they were too exhausted to continue. Ahead of the first test, the volunteers were asked to spend 90 minutes on a mentally draining computer game that required their full attention. Ahead of the second test, the participants were instead asked to watch a bland and emotionally neutral documentary.
After the mentally draining computer game the volunteers gave up 15,1% earlier on the bike test.
There were no physiological explanations to the time difference – their heart rates, lactate levels etc. were the same. They were similarly motivated in both the tests as the best performance was rewarded with a $50 prize. The difference was that when the participants were mentally fatigued, they reached their perceived point of physical exhaustion quicker.
In the study, they used the Borg scale, after Swedish psychologist Gunnar Borg, to measure perceived exertion. In his view perceived exertion is the best measurement of physical strain since it’s based on signals not only from muscles, joints and the cardiovascular system but from the central nervous system as well.
Here’s more from Orwell:
“Reality exists in the human mind, and nowhere else.”
The results of the study might make sense to us instinctively even if I for one can’t explain it. But it does make me wonder why so many workplaces are still organizing work based on hours, as if all hours were indeed created equally. Surprisingly often I meet managers who expect their team to clock 40, 60 or 80 hours per week, regardless of the kind of work the employees have done or the results generated.
Our jobs are more cognitively demanding today than ever before. The value we add, as simpler tasks are AI’ed out, is often about solving complex problems, managing change or generating ideas – mentally expensive work. Add to that all the distractions we expose our brains to every day.
I believe managing our cognitive resources will be a critical skill going forward, both for achieving meaningful work goals and for important social interactions.
So how would we organize and measure work if LinkedIn-Orwell had a say in it?
USE COGNITIVE RESOURCES WISELY. Since attention is a scarce resources, be mindful what you spend or waste it on. Do a cost benefit analysis for the things you spend a lot of time on, like meetings and emails. A study published in MIT Sloan Management Review 2022 found that by implementing just one meeting free day per week companies improved autonomy by 62%, cooperation with 15% and engagement with 28%. Avoid powering through when you feel exhausted, it’s counterproductive.
AUTOMATE. We make thousands of decisions every day and each decision uses a part of our cognitive capacity. To focus your decision-making energy on the things that really matter we need to automate as many decisions as possible. Barack Obama allegedly only had one type of suits to eliminate that decision every morning.
HAVE STRIPED DAYS. Mix more challenging tasks with easier throughout day. Balance physical and cognitive tasks. Take frequent breaks and longer breaks. Change the environment you’re in – go work in the office canteen for an hour. Avoid de-prioritizing rest, exercise or sleep. Avoid back-to-back meetings and tasks.
LEAD THE WAY. As leaders, you need to role model this way of viewing work. Be open about what you need to do your best work and what boundaries you have. As organizations we need to start rewarding and promoting responsible energy management. In business planning or when resourcing projects, make sure you are crystal on the cognitive capacity you have and how to prioritize it. Call out ways of working that misuse people’s energy.
Over to you:
How can you organize your work to get the highest ‘ROCI – return on cognitive investment’ or ‘bang for the mental energy buck?’
Last month I celebrated my 3rd anniversary as a fulltime entrepreneur. Happy birthday to me!
Emma Vallin, Executive Coach & Leadership Consultant
In some ways you can compare starting a business to parenting a child. It’s an exciting idea to bring a child into the world but few of us were prepared for the toddle tantrums and a 3-year old’s talent for accidents. (My youngest son went through a period of putting peas, sweetcorn, and anything small enough up his nose 😫).
What parents learn, often a bit too late, is that their toddler isn’t trying to drive them crazy nor kill themselves. They are simply learning and developing by testing boundaries.
A small business goes through similar growing pains. It can be equally challenging, unpredictable, and full of ups and downs. Just as parents can draw strength from watching their cherubs sleep peacefully after a day of food attacks, entrepreneurs can find energy from reflecting on their experience.
– We need to remind ourselves of why we set out on the journey in the first place.
So, as my ‘third child’ turns 3, here are my reflections:
🎂 My BS ratio (Nonsense work/ Meaningful work) has dropped from about 10-1 to 1-10 since I left my corporate career. Back then my days were filled with ineffective meetings, impression management and producing endless amounts of PPT presentations. Today most of my time is spent on what I consider meaningful work, things that help me achieve my mission.
🎂 The freedom that comes with being your own boss is even greater than I imagined. Perhaps the greatest freedom for me is being able to choose whom I want to collaborate with.
🎂I’ve grown and developed a lot in these years. It’s incredibly rewarding to be able to use all your talents and experience to create something of your own.
A big thanks to my supporters, clients, partners, and the amazing fellow entrepreneurs I’ve met along the way.
Here’s to the next 3 years, hoping they will be as fun and rewarding, but perhaps a bit less crazy.
Emma Vallin, leadership consultant & coach. Photo: Janine Laag
Decisive, bold, assertive, fast, consistent – these are traditionally highly valued traits in the corporate world. Many of us have heard them in performance reviews, either as qualities we have or should develop.
In brand management, where I spend most of my career, we were trained to know our data, do our research, then to commit to an idea and stick to our plan. Often spending most of our energy convincing the world about its brilliance. There was little room for honest reevaluation or rethink.
Why is changing our minds so hard?
I recently read Think Again by Adam M. Grant. Grant starts by describing the concept of Escalation of Commitment –
“When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan”.
If we’re collaborating with others on this plan, it can be ever harder to change our minds. We are social creatures and challenging the direction of our team comes with risk. Nobody wants to come across as arrogant, stupid or indeed insecure. Most of us want to fit in. It takes a very open and inclusive team climate to accommodate this kind of risk taking. A psychologically safe environment in which candor and half-baked ideas are welcomed. With leaders who encourage us to rethink, relearn and challenge truths.
The ability to change our mind is more important today than ever
In stable and predictable industries and markets, like the ones I worked in at the time, being consistent and sticking to your guns is often a good thing. It inspires confidence in stakeholders and gives your brand consistency. However in uncertain, fast-paced and ever-changing corporate environments, the courage to reevaluate and change direction becomes business critical.
To do this we need people with the right cognitive skills. We often think of mentally fit people as intelligent people. The smarter you are, the more complex problems you can solve, faster. But in a rapidly transforming world, there are, according to Adam Grant, cognitive skills that could matter more: the ability to rethink and unlearn.
“Progress is impossible without change; and those who cannot change their minds cannot change anything – George Bernard Shaw”
The value of reflection
For those who dare to be indecisive, there’s a lot to gain. Kahneman’s work on Thinking, Fast and Slow gives us another take on the virtue of the slower, more deliberate System 2 thinking.
Reflection is also important for developing our self-awareness. Professor Daniel Newark, who studies decision-making, identity and behaviour, claims that pondering over outcomes of two or more options allows us to be introspective and gain unique dimensions of self-awareness. He says: “The contemplations and conversations characteristic of indecision may help construct, discover, or affirm who one is.”
For me, this speaks to the theory of ‘slowing down to speed up’ and the value of reflection.
Invite others to rethink with you
There is lot to gain from opening up about our doubts and inviting others to reflect with us. Otto Scharmer talks about self-reflection as one of the prerequisites for new thinking. We cannot go from disagreement to generative dialogue without being curious about our own views and willing to challenge them.
So why not invite your collegues to reflect with you? Newark also found that when you seek advice before making a decision it can inspire conversations of meaning and build professional connection. Quite a nice side effect.
colleagues went the extra mile for each other, and
you capitalized on everyone’s differences?
Then you’ve probably experiences the potency of psychological safety.
Photo: Fabian Gieske
Defined by Amy C. Edmondson as “a belief that the context is safe for interpersonal risk-taking – that speaking up with ideas, questions, concerns, or mistakes will be welcomed and valued”, Psychological safety is a critical ingredient for groups to be engaged, to learn and to succeed.
Why psych. safety matters more than ever
Today the work many of us do is highly cognitive. It requires us to solve complex problems and find creative solutions to new challenges. Collaboration and the ability to get the best out of a diverse group is one of the biggest leadership challenges we face. In this uncertain and fast paced world, everyone’s voice could be business critical. Leaders who fail to create a climate where that voice can be raised freely, without fear of the consequences, risk missing out on opportunities and disengage the organization’s best people.
Employees who are not engaged or who are actively disengaged cost the world $7.8 trillion in lost productivity, according to Gallup’s State of the Global Workplace: 2022 Report. That’s equal to 11% of global GDP.
On this flipside companies that report high psychological safety experience:
76% more engagement
50% more productivity
74% less stress
57% workers more likely to collaborate
“No one comes up with a good idea when being chased by a tiger”
How to build Psychological Safety in teams?
Psychological Safety is gained over time through intentional actions. It is something that is built in drops but lost in buckets.
I work with vastly different teams who want to improve their collaboration – from leadership teams to startups and global HR teams. In my experience, teams can significantly improve their level of psychological safety in just a few months by making it a priority.
I’m certified in the Fearless Organization tool – a method for measuring and developing psychological safety, based on over 30 years of research.
The work I do with teams usually follows these 4 steps:
1. 1-1 meeting with the team leader
2. Team completes the online Fearless Organization Scan
3. Debrief workshop when we look at specific areas for improvement and develop an action plan. The team then works intentionally with the identified behaviors.
4. A follow up online scan after 2-4 months followed by a new workshop to discuss and learn. Regular measurement, support and dialog.
“Start with the common goal. Then make psychological safety a common project.” Amy C. Edmondson
In the coming weeks I’ll post about the 4 dimensionsof psychological safety, highlighted in the Fearless Organization book by Amy Edmondson, and tools to improve them:
Open Conversation
Attitude Towards Risk & Failure
Willingness to Help
Inclusion & Diversity
I hope you’ll join me in discussing ways we can build open, engaged and effective teams.
Many of my clients experience an acute lack of focus time, what they often call ‘real work’. They are overwhelmed by the constant flow of emails, meeting invites and ‘urgent’ requests from stakeholders.
It’s not surprising. A study from Loughborough University (T.W Jackson, 2021) found that 84% of professionals always keep their inbox open in the background with 70% of emails being opened within 6 seconds of receipt. Given that the average knowledge worker receives 120 emails per day (Earthweb, J Wise, 2022) and on top of that a constant flow of Slack- or Teams notifications and social media updates, we are setting ourselves up for failure at best. Burnout at worst.
What does this availability cost? For your focus, for your health, for your productivity?
Why is it so hard to turn off distractions, even though we know it’s what we need the most?
Throughout evolution we have been rewarded for being curious. There are powerful neurotransmitters like Dopamine involved, which makes checking emails or social media likes difficult habits to control. It’s more important than ever that organizations put sustainable communication practices in place and that their leaders live by them.
And yes, in periods we might need to be more accessible. But I challenge everyone to schedule undistracted focus time at least once per day. It’s critical for our focus, wellbeing and productivity at work.
Slowing down doesn’t mean accomplishing less; it means cutting out counterproductive distractions and the perception of being rushed. – Tim Ferriss
Here are a few thing you can try:
Get the Pen and paper out. Go analog when you are next solving a problem or planning an activity.
Use mornings wisely. Studies show that out stress tolerance is higher in the mornings, making the first couple of hours of work out ‘cognitively expensive’. If possible, block undisturbed time for your priorities in the morning.
Plan for productivity. The 52:17 rule, first described in a Muse article in 2014 is a method by which you spend 52 minutes of intensive, purposeful work followed by 17 minutes of rest away from your computer. People using this method were found to have a unique level of focus and productivity.
Go Walkflecting: Walk+Reflection. A powerful practice to increase our creativity, wellbeing and productivity. Just make sure you turn off your mobile.
What could you do more of if you were less distracted?
How can you help yourself focus on what really matters?
Who can forget the Friends episode when Ross, ask Rachel and Chandler to help him carry a sofa up the stairs?
According to the Oxford Dictionary the word Pivot means to turn or balance on a central point.
I’m sure it wasn’t Ross’ intention, but he has definitely inspired my framework for effective self-leadership. In the workshops or trainings I do with clients we often work with these 3 elements:
Self-awareness
Direction
Tools & habits
Self-awareness:
To lead ourselves effectively we need to know what we’re good at, what our vulnerabilities are, what we value. In other words, we need a central point to start from, to come back to. To pivot from.
Direction:
Understanding our ‘why’, being clear about where we’re heading and what we would like to achieve is critical to self-leadership.
As JFK said ’Efforts and courage are not enough without purpose and direction.’
As goals change, our circumstances change, we need to be adaptable and use regular reflection to be open to new goals and ways to get there.
Tools and habits:
It’s not enough to have a range of tools and positive habits. Effective self-leaders also have high levels of psychological flexibility – the ability to use different instruments and draw upon different strengths depending on the situation.
So when you’re stuck, when circumstances change, as you evolve – remember to pivot.
Stay firmly grounded in who you are, your central point.
Keep your eyes on your ’why’, the horizon.
And turn, try new ways, gain new perspectives, learn.
Back to Ross in Friends, I’m sure we can agree there is some room for improvement when it comes to his collaboration- and leadership abilities. And things didn’t turn out well for the sofa (see episode clip here). But at least he gave us the Pivot!
If you or your team are interested in Self-Leadership initiatives, feel free to reach out.
Många av oss prioriterar bort just de aktiviteter som skyddar oss från negativ stress:
Meningsfulla samtal IRL
Reflektionstid
Natur
Motion
Vi behöver ’reflektionera’ mera!
Reflektion + Promenad = Reflektionad
Som Margaret Wheatley sa:
“Without reflection, we go blindly on our way, creating more unintended consequences, and failing to achieve anything useful.”
Sista torsdagen i varje månad pratpromenerar vi tillsammans
Vi möts klockan 8:30 vid Blå Porten nära Djurgårdsbron och promenerar, reflekter och delar förhoppningvis meningsfulla samtal.
Jag delar kort om en modell, ett verktyg eller forskning inom självledarskap. I par eller grupp om tre så promenerar och diskuterar vi (på säkert avstånd). Vi stannar halvvägs och delar våra insikter och tankar, jag ställer en ny fråga och vi byter promenadpartner.Vi är tillbaka senast kl 9:30 vid blå porten och du kan cykla hem eller ta dig vidare till en arbetsdag laddad med:
Nya perspektiv och insikter
Full av energi och inspiration
Nya intressanta kontakter
Tankar kring hus din kommande månad ska se ut
I höst ses vi: 26 augusti & 30 september. Eventuellt släpps fler datum längre fram
Boka en plats senast kl 12:00 dagen innan (formuläret nedan eller på kontakt@emmavallin.se / 0709195374
Deltagande är gratis men vi begränsar deltagandet till högst 10 personer av praktiska skäl.
Väl mött!
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We’ve come the end in our series Achievement patterns and strategies with the Comparer.
The Comparer lives by the words: ‘The grass is always greener… ’.
Comparison is nothing new. In 1954 Festinger came up with the social comparison theory. At the core of his theory is the idea that people come to know about themselves—their own abilities, successes, and personality—by comparing themselves with others. It’s central to our need for acceptance and belonging.
But the Comparer archetype takes this behaviour to the extremes. Comparers have a clear view of what life should be like and constantly compare themselves to others. They make sure their Instagram feeds are perfectly color coded and are at risk of being addicted to social media.
As a Comparer you also want to be perfect IRL and try to say clever things, be helpful and serve the right food at dinner parties. If people around you are unwell you risk missing the signs and often don’t observe your own signals of stress either.
Drivers and Fears:
Low self-esteem
Fear of being abandoned
Fear of rejection
How to overcome:
Do a Social media detox – really! Here are a few tips:
a) Give your digital devices a bedtime.
b) Start a new morning habit.
c) Delete your social media apps.
d) Replace social media time with a new hobby or activity.
e) Break the habit of reaching for your phone.
f) Use technology for reasons other than scrolling social media.
g) Pay attention to the media you consume.
h) Spend more time observing the world around you.
i) Track your progress.
j) Set yourself reminders to not check social media.
2. Learn to spot the bottom of the iceberg. When you find yourself comparing, turn the tables around and ask yourself what the other person might admire in you. We can never really understand someone else’s reality, struggles and insecurities just as they might not have all your strengths in sight.
3. Practice Meditation
Ok, so those were the 6 (over)achievement archetypes.
I use this model a lot in my coaching practice and it’s central to the Achievement Detox program. Often clients tell me that they can relate to several archetypes but when looking into the driver and fears it often becomes clear which overachievement strategy they use the most.
And that’s where we focus in with behavioural experiments.
Because as with all behavioural change, we need to work through the 3As:
First we need to be AWARE of our behaviours and cognitions
Then we need to ACCEPT the situation
But nothing will change unless we ACT – we need to try and evaluate new strategies and slowly build new behaviours.
I hope you have enjoyed the series. If you would like more information or would like to work with me as a coach, please get in touch
Motto: ‘winning isn’t everything, it’s the only thing’.
Competitors see life as a race and always try to be just that little bit better than everyone else.
If you identify as a Competitor achievement archetype you often ignore your own basic needs such as sleep and food.
You sometimes come across as judgmental and go to extreme lengths to hide your own failures and shortcomings. You often step on people’s toes.
There is a lot of shame involved in this achievement strategy and the competitor risks ending up a lonely person. If a person hinges all their value on winning, who are they when they lose or can’t even compete anymore?
Drivers and Fears:
The belief that the one who is best gets all the rewards
Fear of feeling worthless
The belief that you are only loved and accepted when you win
How to overcome:
Understand your insecurities. Our insecurities fuel competitive, jealous feelings. These insecurities may have developed in our younger years because of experiences that made us feel unworthy. Reflect on or speak to a therapist about what your family motto was growing up and which events shaped you.
Do a cost /benefit analysis. How are you hurting? Are you being productive, creative at work? Is your lack of vulnerability making you a bad leader/ colleague?
Define your own success and standards. Instead of using others’ accomplishments as benchmarks for success, get clear on what success means to you, what your goals are and, critically, how you would like to get there? (read how many toes you are willing to step on).
Where do you draw the line between healthy ambition and unhealthy competitiveness?
