Zone Leadership Quotes

It’s only after you’ve stepped outside your comfort zone that you begin to change, grow, and transform.

You never change your life until you step out of your comfort zone; change begins at the end of your comfort zone.

Real change is difficult at the beginning, but gorgeous at the end. Change begins the moment you get the courage and step outside your comfort zone; change begins at the end of your comfort zone.

Step out of your comfort zone. Comfort zones, where your unrealized dreams are buried, are the enemies of achievement. Leadership begins when you step outside your comfort zone.

Do you know great minds enjoy excellence, average minds love mediocrity and small minds adore comfort zones?

There is no growth in the comfort zone.

At times we relax in our comfort zone, and it takes leadership to recognize this and adjust our mindset.

We have to be honest about what we want and take risks rather than lie to ourselves and make excuses to stay in our comfort zone.

women who miraculously spend their working day wearing bondage-tight skirts and vertiginous, destabilizing heels which make their feet look bound the erogenous zones of crushed muscles and cramped bones, encased in upmarket strippers’ heels and if she has to cripple herself to signal her education, talent, intellect, skills and leadership potential then so be it

Comfort zone: simply means the routine of one’s daily life – it is a psychological state in which one feels familiar, safe, at ease, and secure.

When you cross your comfort zone, fear zone, learning zone and growth zone, you will enter into the zone of leadership.

Don’t blame others. it won’t make you a better person.

Step out of your comfort zone and you will find the magic.

Don’t set your own goals by what other people make important.

Don’t set your sights low, just because someone else has a limited view of life’s possibilities. One person's comfort zone may be another person's cage.

Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.

Many people spend more time looking at their failures than focusing on their successes.

Greatness means setting out to make some difference somewhere to someone in someplace.

If you fall into a pit, you need a ladder, not a hoe. You must climb up and not dig up. Leaders discover the right way out of limitations.

Do not allow your inner doubts to keep you from achieving what you can do.

When you stay in your comfort zone, you are not learning.

Magic and mystery lies on the edge, just outside the comfort zone.

Your comfort zone is not that comfortable.

Focus on how far you have come in life rather than looking at the accomplishments of others.

To catch the butterflies of your dreams you have to come out of your comfort zone, out of your fear zone.

Self-assurance reassures others and reassures yourself.

When your intuition is strong, follow it.

It is the mentor’s responsibility to create a safe and trusting space that enables a mentee to stretch and step outside their comfort zone, take risks, and show up authentically.

Unless you go out of your comfort zone. Unless you challenge yourself, you cannot grow. Leadership is the art of growing by pushing yourself past your own physical, mental, emotional, and spiritual limits.

You can’t be a successful leader or mentor until you have served. You can’t serve until you have stepped out of your comfort zone. And you can’t step out of your comfort zone unless you have character and keep your word.

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Hanya dengan kerja keras dan keinginan kuat untuk berbuat yang terbaik dalam setiap bentuk pengabdian, kita bersama dengan komponen bangsa lainnya dapat menjadi patriot-patriot yang mampu membawa Indonesia ke arah yang lebih baik, lebih maju, dan lebih bermartabat. Bangsa Indonesia harus berani keluar dari "Comfort Zone", membangun kapasitas dirinya, sehingga siap untuk meraih segala peluang serta menjawab berbagai tantangan di abad 21 yang begitu kompleks dan penuh ketidakpastian.

Most people accept living unhappy lives because it is the only way they know, they refuse to be open to the new emerging possibilities and refuse to make positive changes. Because they are afraid of being outside their own comfort zone and don’t risk anything, they live lives that are far less fulfilling than they could actually have.

Once a company sticks with its successful present, it becomes past very fast.

Everyone has a kind of limitation respectively. Leaders don’t allow their own to obscure them in a small corner.

Leave Your Comfort Zone, If You Want To Accomplish Something.

Highly engaged teams have highly engaged leaders. Leaders must be about presence not productivity. Make meetings a no phone zone.

Comfort Zone = Danger Zone !! Danger to your own GROWTH...

Intuition is a sense of knowing how to act decisively without needing to know why.

The worst enemy of our humanity is our self-doubt.

When we allow negative messages to fester in our head, they take on a life of their own.

Don’t let any situation intimidate you, defeat you, or conquer you. you are stronger and smarter than anything that challenges you.

If you want to succeed, take calculated risks and be willing to step outside of your comfort zone.

The comfort zone is the death zone.

Changing is choosing.

Human nature compels us to pursue audacious goals, to reach beyond our comfort zones and explore the frontier of our limits. To reach for our individual greatness.

Effective leaders learn to strike a balance between micromanaging and laissez-faire managing. Leaders have to be in the Goldilocks zone of leadership: not too much and not too little management.

Simply thinking creatively is not the same as being innovative, and only those who risk breaking out of their comfort zone by putting thought into action will discover the profusion of opportunity that exists.

Your goal should be to keep the temperature within what we call the productive zone of disequilibrium (PZD): enough heat generated by your intervention to gain attention, engagement, and forward motion, but not so much that the organization (or your part of it) explodes.

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

Real success is not visible. It has nothing to do with the size of your house, your batting average, or your bank account, or in our case, the number of medals you’ve managed to get. Those things are OK, granted. But success is how you feel every day. It’s being satisfied with the day’s work you’ve produced. It’s feeling at ease with yourself when you go home at night.

happens everywhere all the time. Have you noticed, however, that great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point? Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work.

Missional leaders not only feel the burden of God's mission but they also act on the burden and act upon it sacrificially. Leading a missional church is not for the faint of heart. It takes courage to push yourself beyond your comfort zone and to lead the church beyond it personal limits. Brokenness, inner turmoil and sacrifice will always be part of the missional leader's life.

A leadership comfort zone brings stagnancy, deprives one of innovation, stifles growth and frustrates both the leader and the team they lead. Your personal preferences like leadership style, communication style, prejudices, habits and mannerisms must be effectively managed so that they do not work against you. You have to be careful that your strengths do not end up becoming a hindering comfort zone. Seek to lead, driven by a cause.

We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others. I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful. It's life. It's a common thing. There is no right or wrong to this behaviour. We do it because either we want to or that we must. By the way, our self-sacrificing service can be unhealthy to us. Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones. All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable. Again, although it's not okay, it's a common thing. It's another side of life. To be fair, we must get in touch with our humanity and show gratitude for these sacrifices. We owe it to so many people. And sometimes we don't even realise it. Thanks be to God for forgiving our sins — which we repeat. Thanks to our world leaders and the activists for the work that they do to make our economic life better. Thanks to our teachers, lecturers, mentors, and role models for shaping our lives. Thanks to our parents for their continual sacrifices. Thanks to our friends for their solid support. Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them. Thanks to the doctors and nurses who save our lives daily. Thanks to safety professionals and legal representatives. They protect us and our possessions. Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives. Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment. Thanks to everyone who contributes in a positive way to our society. Whether recognised or not. Thank you. Thank you. Thank you!

existing ones. At the same time, it needs to separate its revenue performance activities from its enabling investments, focusing the former on delivering results based on what the latter have helped to seed and till. As the following diagram indicates, these two divisions result in four zones of management activity, each aligned with one, and only one, investment horizon, each demanding a different style of leadership to achieve those ends.

The definition of comfort zone: Good is the enemy of your best.

When it comes to the zone of uncertainty, questology is the compass to lead through the smoke of doubt.

But most of us have not had much training in waiting—or at least not enough to prepare us to help others wait in times when they feel highly threatened. Richard Rohr calls this waiting place “liminal space”; liminal comes from the Latin word limina, which means threshold. Liminal space, the place of waiting, is a unique spiritual position where human beings hate to be but where the biblical God is always leading them. It is when you have left the tried and true, but have not yet been able to replace it with anything else. It is when you are finally out of the way. It is when you are between your old comfort zone and any possible new answer. If you are not trained in how to hold anxiety, how to live with ambiguity, how to entrust and wait, you will run . . . anything to flee this terrible cloud of unknowing. In solitude we learn to wait on God for our own life so that when our leadership brings us to the place where the only option for us as a people is to wait on God, we believe it all the way down to the bottom of our being. Because we have met God in the waiting place (rather than running away or giving in to panic or deceiving ourselves into thinking things are better than they are), we are able to stand firm and believe God in a way that makes it possible for others to follow suit. It is a sobering thing to ask ourselves this question: Have I learned enough about how to wait on God in my own life to be able to call others to wait when that is what’s truly needed? Have I done enough spiritual journeying to lead people on this part of their journey?

Our comfort zone makes us feel safe, but in order to grow and be all that we can be in our careers and life, we have to step out of it and believe in ourselves.

Your real growth leading your life and your career is beyond your comfort zone.

The biggest change happens when you move away from what is known to the unknown. Stepping out of your comfort zone can be scary, but when you are being true to you and your vision, it is worth it. You’ve got this! Take the first step!

Out of your comfort zone is the growth zone.

Under the leadership of General Lucius D. Clay, the military governor of the American zone; the commander of the USAF, General Curtis LeMay; and William H. Turner, the head of the Anglo-American Airfleet, the United States and her allies responded with a three-hundred-day airlift, the biggest in aviation history. Flying

Showing up in our own story—being present with it and embracing our mission—takes courage. It’s a ride to be enjoyed and not feared, and it requires dancing at our edges and taking risks to step out of our comfort zone. Often, we’re brought to our knees before we’re truly able to rise above the limitations and expectations we’ve accepted from others. It’s a journey—one that is for the warrior— not for the ego-driven coward who is merely looking for accolades. Humility and vulnerability are a must.

There are five main reasons for taking a company global: proximity to customers, language, time zone, financial reasons, or employee mobility.

Consider criticism as a companion on your journey of progress. It serves as a clear indication that you are actively engaged in your work. Criticism is a testament to your willingness to step outside the boundaries of comfort and explore new horizons. It signifies that you are brave enough to expose yourself to the challenges that come with growth and learning. Rather than fearing criticism, fear the absence of it. A lack of criticism suggests a lack of risks taken, a lack of growth, and complacency with the status quo. Embrace criticism wholeheartedly, for it is a powerful catalyst for improvement. Let it fuel your passion and drive to reach greater heights. Embrace the transformative power of criticism and embrace the opportunity to evolve and excel.

Fact is you need to normalize that Mr. and Mrs. average employee normally exists. Think of it this way, if you have a class with 30 students, it is statistically impossible that the 30 are ranked number 1! upon applying this logic on any company/ start up/ SME size same bell curve thinking applies and 80% of the workforce will be in the average zone

A critical element of effective leadership is not to let the immediate take precedence over the important,” George says. “Today’s world puts too much emphasis on the immediate. That’s a perpetual danger for leaders.” George emphasizes that reflection is not only for introverts. “I’m a very active, extroverted person who likes to get a lot done,” he says. “In my thirties I was going strong, doing well in my career, with one child and another on the way.” But in those days his energy was spent before he came home each day. “I’d work until seven or eight each night, eat dinner, read a magazine, and then zone out.” Around that time, however, George began a daily meditation practice, specifically transcendental meditation. He says, “I don’t know how TM works, but it does. TM allows you to slow down, to reflect. As a relaxation process, and a process for introspection, it couldn’t be better.” The

Conservative elites first turned to populism as a political strategy thanks to Richard Nixon. His festering resentment of the Establishment’s clubby exclusivity prepared him emotionally to reach out to the “silent majority,” with whom he shared that hostility. Nixon excoriated “our leadership class, the ministers, the college professors, and other teachers… the business leadership class… they have all really let down and become soft.” He looked forward to a new party of independent conservatism resting on a defense of traditional cultural and social norms governing race and religion and the family. It would include elements of blue-collar America estranged from their customary home in the Democratic Party. Proceeding in fits and starts, this strategic experiment proved its viability during the Reagan era, just when the businessman as populist hero was first flexing his spiritual muscles. Claiming common ground with the folkways of the “good ole boy” working class fell within the comfort zone of a rising milieu of movers and shakers and their political enablers. It was a “politics of recognition”—a rediscovery of the “forgotten man”—or what might be termed identity politics from above. Soon enough, Bill Clinton perfected the art of the faux Bubba. By that time we were living in the age of the Bubba wannabe—Ross Perot as the “simple country billionaire.” The most improbable members of the “new tycoonery” by then had mastered the art of pandering to populist sentiment. Citibank’s chairman Walter Wriston, who did yeoman work to eviscerate public oversight of the financial sector, proclaimed, “Markets are voting machines; they function by taking referenda” and gave “power to the people.” His bank plastered New York City with clever broadsides linking finance to every material craving, while simultaneously implying that such seductions were unworthy of the people and that the bank knew it. Its $1 billion “Live Richly” ad campaign included folksy homilies: what was then the world’s largest bank invited us to “open a craving account” and pointed out that “money can’t buy you happiness. But it can buy you marshmallows, which are kinda the same thing.” Cuter still and brimming with down-home family values, Citibank’s ads also reminded everybody, “He who dies with the most toys is still dead,” and that “the best table in the city is still the one with your family around it.” Yale preppie George W. Bush, in real life a man with distinctly subpar instincts for the life of the daredevil businessman, was “eating pork rinds and playing horseshoes.” His friends, maverick capitalists all, drove Range Rovers and pickup trucks, donning bib overalls as a kind of political camouflage.

Environment has its own ways of limiting us tightly. But leaders have their own ways of escaping those limitations narrowly.

The rapidly changing world and evolving threatening challenges demand we become more self-aware and seek trade-offs.  This means between traditional methods of training and operating and the uncertainty of ongoing, experiential trial and error the future demands if we are to thrive while handling crisis and conflict. 2 This must be done with an understanding we collectively have a shared purpose, which focuses on winning conflict and crisis at low cost in the moral, mental and physical dimensions which often times takes us outside our comfort zones.

Perhaps the most valuable result of all education is the ability to make yourself do the thing you have to do, when it ought to be done, whether you like it or not. This is the first lesson to be learned.

but if your job site looks like a disaster zone, your visitors will not think twice about making judgments about you and your abilities. Subconscious or not, these judgment will have a negative affect on how you are perceived. On the other hand, if your visitors “catch you” with your prints, your trailer, your tools, your material, and even your crew organized and neat, they will be sure to go away feeling that you take pride in your work and that you have high standards. They will leave confident that you are doing your best to turn out a quality product.

Get out of your comfort zone and go for it. I do this when I apply for lead acting parts in feature movies.

When a leader attempts to become well-rounded, he brings down the average of the organization’s leadership quotient—which brings down the level of the leaders around him. Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else.

The concept is made even more fascinating when you consider it as a psychological spectrum. Imagine a sliding scale of personalities that range from being an “introvert” to an “extrovert” and placing “ambivert” smack dab in the middle. This linear scale illustrates a continuum of experiences, because these descriptions do not apply to every person at all times. We all have tendencies, preferences, and comfort zones that change according to the people we are surrounded by, the environment we find ourselves in, and our levels of confidence in the moment. Using the scale above, where do you typically fall in the spectrum?

Leading a missional church is not for the faint of heart. It takes courage to push yourself beyond your comfort zone and to lead the church beyond it personal limits.

Without faith, it is impossible to succeed. It takes faith to grow, change or move out of your comfort zone. All external interventions become futile without the personal and internalized buy-in from the spirit-man who needs to change towards a given success destination.

Striving for balance forces a leader to invest time and energy in aspects of leadership where he will never succeed. It is not realistic to strive for balance within the sphere of our personal leadership abilities. …discover your zone and stay there. Then delegate everything else.

As a ground-combat force approaches the deadly zone and moves within range of the enemy’s rifles, mortars, and machine guns, the dynamics of war become more art than science. Intangibles such as training, confidence, leadership, and cohesion provide more secure mantle of protection than the possession of superior equipment.” There is as much folklore as science in the accounts of maneuver units that do exceptionally well in close combat. Empirical and anecdotal evidence gathered from combat studies of the Second World War, Korea, and Vietnam has shown conclusively that elite maneuver units, carefully selected and trained, not only perform better in combat but do so with many fewer casualties from all sources of combat incapacitation (for example, from disease and combat fatigue). Such units fight so effectively because they are composed of soldiers of exceptionally quality – better trained and better led as well as coalesced through long-term association that builds familiarity and mutual trust. The difference between carefully trained and led units and those of lesser quality is dramatic.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

The desire to live within our comfort zone and to be in control all the time is a denier of a fulfilling life that excites. Let go...

Most people accept living unhappy lives because it is the only way they know, they refuse to be open to the new emerging possibilities and refuse to make positive changes. Because they are afraid of being outside their own comfort zone and don’t risk anything, they live lives that are far less fulfilling than they could actually have.

The growthzone is the zone where teacher and student are both students.

You don't need to become great 1st to step into your greatness. Have you left your comfort zone and ventured out to unleash your greatness?

One of the helpful lessons I have learnt in leadership is the need to appreciate my strength zone and then lead from there.

There is no shortcut to defining your suck and your lighthouse, and there are going to be moments when you want to shut down and crawl back into the comfort zone that will become your suck.

Leadership is not about having all the answers but about asking the right questions." "A leader’s strength is measured by their ability to stay true to their values, even in adversity." "True leaders lead from the heart, balancing empathy with action." "Leadership is about setting a vision that stretches the imagination and inspires others to reach for it." "The best leaders don’t just motivate; they ignite a passion that fuels lasting change." "Leadership is not about control; it’s about giving others the freedom to find their own path to success." "A great leader knows when to take the spotlight and when to step aside so others can shine." "Leadership is the art of seeing what others can't and guiding them toward what they never thought possible." "To lead is to bring out the best in others by challenging them to go beyond their comfort zones." "True leadership isn’t found in moments of ease but in how one navigates challenges with integrity and resilience.

Contrary to the assumptions of his rivals, Rich O’Connor had no tolerance for touchy-feely off-site meetings. In fact, his staff had come to refer to his meetings as “hug-free zones,” a term they coined during Telegraph’s first management retreat five years earlier.

There is no comfort in the change zone and no change in the comfort zone.

1 Minute Wisdom for greater success: The only way you can unleash more of your God-given potential is to STRETCH. Get comfortable, being uncomfortable - outside of your comfort zone. Comfort Zone = Stagnate zone... Outside of your comfort zone, in the stretch zone, is where ALL the development and self-growth magic happens.

If you are called to roll with a jiu-jitsu instructor, rolling means rolling. He may toy with you. He may decline to tap you. But he expects you to do your best to defend yourself and to attack him. When an instructor’s body can no longer do what his mind tells it to, then he does not roll with students in this way, but provides wisdom and leadership appropriate to his rank and age. Students also adjust their intensity level appropriately to the training context. It is not inconceivable that a strong young blue belt could tap Helio Gracie out in 1999. He would pay a high and painful price for the glory of doing it however. There is a reason for age, weight, belt, and gender categories in competitions.

The fact is that Planet Earth is overloaded with highly qualified and uber experienced folk who are rubbish in the triple wisdom- have a dim idea of who they are, can’t manage themselves well and are middling at managing others. They rose up the ranks powered by mostly technical skills but now that’s far less important. They have entered their comfort zones but what got them here most certainly won’t get them there and what will take them further are some tough behavioral changes.

Here Jannes meets on a regular cadence with his direct reports, where they can quickly see and understand the status of each of his strategic objectives. Four distinct zones are visualized: strategic improvement, performance monitoring, portfolio roadmap, and leadership actions, each with current

secretly dissolved mescaline in coffee or alcohol and began an innocuous conversation with the unsuspecting test subjects. After thirty to sixty minutes a change took place. The alkaloid had passed into the bloodstream via the mucous membrane of the stomach. The experimental subjects who were “opened up” by the drug were now informed that in this special zone where the interrogation was taking place Plötner had direct access to their soul. He suggested they should tell him everything of their own free will or something terrible would happen. The perfidious strategy worked: “When the mescaline took effect, the investigating person could extract even the most intimate secrets from the prisoner if the questions were asked skillfully. They even reported voluntarily on erotic and sexual matters. . . . Mental reservations ceased to exist. Emotions of hatred and revenge could always be brought to light. Tricky questions were not seen through, so that an assumption of guilt could easily be produced from the answer.”39 Plötner could not finish his series of tests. The Americans liberated the camp and confiscated his documents. It was a treasure trove for the U.S. Secret Service. Under the leadership of Charles Savage and the Harvard medic Henry K. Beecher, the experiments were continued under the code name Project Chatter and other rubrics at the Naval Medical Research Institute in Washington, DC.

A stepping stone is not a piece of land where you can build your house.

Life begins outside your comfort zone. Everything you want in your life and career will come from understanding your emotions and using them to your advantage.

Finally, for very large. organizations, and especially companies that operate in multiple locations and time zones, governance needs to move from distributing principles to collecting advice. This essentially reverses the typical central governance model. Instead of telling teams what to do, the primary role of the central governance comittee becomes to collect experience information from the field, find correlations, and echo back guidance that reflects "best practice" within the wider organization.