Kimberly Spencer is an award-winning high performance, trauma-informed coach and trainer, Amazon best-selling co-author, international motivational speaker, and the founder of CrownYourself.com. She helps visionary leaders transform their self-limiting stories, build their empire, stand out fearlessly, and make the income and the impact they deserve.

 

Top 3 Takeaways

  1. Pick up the pace—early career leaders often delay when making decisions. This can hold you back. Of course you’ll experience self-doubt—we all do—but as a leader, all eyes are on you to be decisive when it counts.
  2. Expand your perspective—experienced leaders need to look at situations and their own capabilities from a broader vantage point in order to break through a performance plateau.
  3. Don’t confuse busy-ness with business. If you want to move beyond frenetic activity toward delivering results that matter, you have to be clear about your purpose. You must do the uncomfortable things that you know you ought to in order to maximize your impact.

 

From the Source

“A lot of times we're told it's ‘new level, new devils’, and for me, I've never experienced that to be true. And honestly, in five years of coaching, I've never experienced that to be true with a client. Typically it's ‘same devil, new level’.“

“For early career leaders, the number one thing that stops them is self doubt. And the number one thing that doubt creates is delight. And so the swifter you can be at speeding up your decision-making, the faster you're going to move through that earlier period. Because when you delay on making a decision, it then allows for that insidious interloper of doubt to creep in.”

“One of the things that I see as they start giving their power away to meetings—to endless meetings.”

“So often we can unconsciously get into this pattern of blame. Blame the meetings, blame the project, blame the children, blame the husband, blame the partner blame—you know, 'oh, if my partner wasn't working me so hard' or, 'oh, if my, if I didn't have so many clients'—blame the clients. When you look at 'where are you blaming?' that's where you'll see that you are giving away your power of conscious choice and you are defaulting to blame, which doesn't actually put you in a position to change anything. So if you want to enact change, then you have to look examine it as to where you're placing blame and then move forward from there.“

“Blame really stacks up. So examining and curtailing it as quickly as possible so that you don't—five years from now, ten years from now—turn around and say what happened to my life? “

“Our brains are wired to survive. They're not necessarily wired to thrive unless we actively, consciously program them to.”

 

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