6 Ways To Encourage Persistence (Without Crushing Your Team)

“Persist through CRAP.Criticism, Rejection, Assholes, and Pressure.”

Persistence– the common denominator of success. Dissect the stories of highly successful people across any context: relentless commitment, radical hours, laser focus, tremendous sacrifice. I’m always inspired by the stories of those who’ve “made it.” Bottom line, highly successful people have an abnormal commitment to their vision (hear from Michael Phelps, Will Smith and others in this short video. Cliff’s notes: work your butt off and be relentlessly persistent.
You can’t expect your entire team to care that much or live like that. But, connecting your team to a powerful vision and encouraging desire to achieve it, is vital when developing your people.

Teach the power of persistence.

 6 Ways to Encourage Persistence

  1. Model Obsession – I’ve been called a “maniac” and “obsessed” more than once in my quest to develop great leaders and winning organizations.

    I get what Phelps and others say in the above video. There’s truth to Will Smith’s confession, “I’ve never seen myself as particularly talented. Where I excel is a ridiculously, sickening work ethic. The person that works the hardest wins.”

    Model persistence to your vision. Be a positive maniac for what you believe in. Your energy will inspire.

  2. Empathize to Energize – If they’re frustrated and disappointed chances are you are too. Many leaders pile on with additional pressure. I’ve NEVER seen that help.

    A better choice is to acknowledge your feelings, and work from there. “I know we both wanted this project to be successful, and it’s not going the way we want. I understand your frustration. I’m feeling it too. Let’s brainstorm the best solution from here.

  3. Leverage Success – When someone’s down it easy to remember all the other bad times. Help them to recall their prior successes.

    Mine past wins to inspire future solutions.

  4. Break Down Frustration – Frustrated feels overwhelming. There’s nothing more intimidating that a stack of against you odds. Help them break down the problem into attainable solutions. Celebrate the small wins.
  5. Outline Options – Stuck sucks. See beyond closed doors. Ask questions to identify options. Options empower and inspire perseverance.
  6. Encourage Relationships – Most frustration and failure involves relationship breakdowns. Encourage stakeholdering and communication. Help them identify potential supporters. If there’s a real jerk involved, work a squeeze play by surrounding him with supporters of your idea.

One Dip or Two? Lesson's From Seth Godin's The Dip

How do you know when to muscle through and when it’s time to stop? This concept, coined by Seth Godin as “the dip” is vital to understand in our own work and in our leadership of others.

“Opportunity is missed by most people because it is dressed in overalls and looks like work”
~ Thomas Edison

Every now and then a young leader will approach me for my story, “what did you do to get here?”

When I share a bit about the less than glamorous journey, including commuting to the Bronx from Baltimore for months on an almost daily basis during my stint as a single mom or the travel I am doing now to small towns across the country where you can be sure to find a Waffle House, I get the same reaction. “Oh.”

Seth Godin writes well on this subject in The Dip. He describes the value of slogging through the tough times on the right pursuits, and knowing when to quit the wrong ones. As Kenny Rogers would say, knowing when to “fold em,” frees up time to work on what will make you great. He compares 3 scenarios and how to know them when you see them.

Godin’s Big 3

  • Dips (hard times you need to get through to learn, grow, and achieve)
  • Cul-de-sacs (dead ends, where more hard work and slogging is unlikely to help)
  • Cliffs (dangerous pursuits leading to disaster)

I am very familiar with the dip. I am currently in the deep throws of at least 2 or 3 big dip servings, and am keeping a keen eye out for some early signs of culdesac.

It is vital to pay attention to where you invest your time. His concept of quitting with integrity is important.

However, I disagree with his premise that “being the best in the world” is always a useful objective, and a reasonable criteria to judge quit worthiness.

Lots of important contributions are made from folks who are great, but not necessarily “the best.” If we have too much quitting going on, the world will lose out.

He uses the analogy of the Boston Marathon, and how most quitters, quit in the middle of the race, during the “Dip.” True. I’ve run it, and the middle is tough, and it feels great to get through it.

What I think he is overlooking is that just qualifying for the Boston marathon is a huge deal for many runners, a great goal and a fun achievement. Lots of regular folks have big fun and become stronger working toward this goal.

They have already pushed through a few dips. Most will not be the best in the world, and it doesn’t matter. There is value in journeys that do not end in greatness.

Godin shares, “the problem with infinity is that there’s too much of it.” That’s the fun part.

We have so many choices and so many chances. For ourselves, and to offer as options for those we lead.

One Dip or Two? Lesson’s From Seth Godin’s The Dip

How do you know when to muscle through and when it’s time to stop? This concept, coined by Seth Godin as “the dip” is vital to understand in our own work and in our leadership of others.

“Opportunity is missed by most people because it is dressed in overalls and looks like work”
~ Thomas Edison

Every now and then a young leader will approach me for my story, “what did you do to get here?”

When I share a bit about the less than glamorous journey, including commuting to the Bronx from Baltimore for months on an almost daily basis during my stint as a single mom or the travel I am doing now to small towns across the country where you can be sure to find a Waffle House, I get the same reaction. “Oh.”

Seth Godin writes well on this subject in The Dip. He describes the value of slogging through the tough times on the right pursuits, and knowing when to quit the wrong ones. As Kenny Rogers would say, knowing when to “fold em,” frees up time to work on what will make you great. He compares 3 scenarios and how to know them when you see them.

Godin’s Big 3

  • Dips (hard times you need to get through to learn, grow, and achieve)
  • Cul-de-sacs (dead ends, where more hard work and slogging is unlikely to help)
  • Cliffs (dangerous pursuits leading to disaster)

I am very familiar with the dip. I am currently in the deep throws of at least 2 or 3 big dip servings, and am keeping a keen eye out for some early signs of culdesac.

It is vital to pay attention to where you invest your time. His concept of quitting with integrity is important.

However, I disagree with his premise that “being the best in the world” is always a useful objective, and a reasonable criteria to judge quit worthiness.

Lots of important contributions are made from folks who are great, but not necessarily “the best.” If we have too much quitting going on, the world will lose out.

He uses the analogy of the Boston Marathon, and how most quitters, quit in the middle of the race, during the “Dip.” True. I’ve run it, and the middle is tough, and it feels great to get through it.

What I think he is overlooking is that just qualifying for the Boston marathon is a huge deal for many runners, a great goal and a fun achievement. Lots of regular folks have big fun and become stronger working toward this goal.

They have already pushed through a few dips. Most will not be the best in the world, and it doesn’t matter. There is value in journeys that do not end in greatness.

Godin shares, “the problem with infinity is that there’s too much of it.” That’s the fun part.

We have so many choices and so many chances. For ourselves, and to offer as options for those we lead.