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Below, Zelana Montminy shares five key insights from her new book, Finding Focus: Own Your Attention in an Age of Distraction. Zelana is a behavioral scientist who is pioneering a transformative approach to mental health and resilience. She has built a career advising and speaking for Fortune 500 companies, global organizations, and academic institutions. Her recent clients include American Express, Coca-Cola, Estee Lauder, Bank of America, UCLA, and Big Brothers Big Sisters. She appears regularly on The Doctors, Good Morning America, The Today Show, and Access Hollywood. Whats the big idea? We live in a world that is quietly, relentlessly unraveling our attention and, with it, our capacity to think clearly, feel deeply, and live purposefully. Finding Focus is about how to come home to yourself and what matters most. Focus isnt about what we pay attention to; its about how we move through the world. Listen to the audio version of this Book Biteread by Zelana herselfbelow, or in the Next Big Idea App. 1. Focus is not about forcing attention. Focus is about creating the conditions for attention. We treat focus like a musclepush harder, power through, tune outbut attention doesnt work that way. Its more like breath. The more we grip it, the more it slips away. Think of a snow globe. When you stop shaking it, the flakes settle. Clarity rises. Focus works in the same way. The real work of harnessing attention is not about willpower, but rather its about the conditions. Its about clearing the clutter mentally, physically, and emotionally so that your attention can finally exhale. 2. We are addicted to avoiding discomfort. Lets be honest, most of us dont pick up our phones out of curiosity. We pick them up to escape boredom, stillness, and that quiet ache just beneath the surface. One study found that people preferred electric shocks to sitting alone with their thoughts. Thats how intolerable stillness has become. But if we want to reclaim our attention, we must reclaim our capacity to stay with the pause, the discomfort, the urge, because distraction isnt random. Its patterned, protective, and emotional. If we want to change it, we have to start in the discomfort. 3. Do you remember how it feels to focus? We talk about focus like its purely mental: a task, a strategy, a checkbox. But real focus is also a state. Its a sensation, and when youre in it, you feel lit up and anchored, calm but alive. The problem is that weve been so overstimulated, scattered, and flooded with inputs that we hardly even recognize that feeling of focus anymore. Its a sensation, and when youre in it, you feel lit up and anchored, calm but alive. Thats why I created something called The Focus Baseline. Its a guided process to help re-attune to your own internal clarity and remember what being present feels like in your body, not just your brain. Once you feel it, you can find it again because you know what to access. That becomes your compass through the noise, chaos, and overwhelm. 4. Theres no clarity without grief. This is the quiet truth underneath so much of our distraction. When we finally slow down, put down the phone, close the tabs, and turn off the noise, the first thing that rises is not peace. Its grief and loss. Grief over how long weve been on autopilot. Grief over what weve missed, what weve buried, and what we didnt let ourselves feel. One reader wrote to me after finishing the book and said, When I stopped distracting myself, I realized Id been numbing the ache of being alive. Thats it right there. Focus asks us to sit with that ache, not to fix it or outrun it. In making room for it, we give that ache less power over us, and slowly, over time, it dulls. That room and that honesty are what clear the fog. Its what makes space for something real, and in that realness, we can reconnect with our attention and focus. 5. Hold focus and tenderness at the same time. Weve been taught that focus means grit and control. But the most powerful, grounded people arent the ones who shut down their feelings to get things done. Theyre the ones who know how to hold both clarity and compassion, direction and depth, presence and heart. Thats the new frontier. Not just the laser-sharp minds that are super productive, but also steady nervous systems that can handle the task switching that comes with tender focus. We dont need more control. We need more coherence. People who can stay regulated under pressurewho can stay human under stressare the ones who will lead us forward. We dont need more control. We need more coherence. If your focus feels fractured, if your mind feels foggy, and if your days feel like a blur, know that youre not broken, failing, or alone. Its literally all of us, and youre responding wisely and humanely to a world that has been at odds with our biology for far too long. But there is another way. You dont have to outsource your attention to the loudest thing in the room. You dont have to perform productivity while feeling completely numb. You can build a different rhythm that feels less like chasing and more like coming home. So much becomes possible when you quiet the noise inside and out and return to your life. Stay grounded, stay human, and above all, stay close to what matters. Enjoy our full library of Book Bitesread by the authors!in the Next Big Idea App. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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E-Commerce
Two decades of coaching leaders and developing myself as a leader have taught me a key lesson: Leadership isnt a destination. Just when you think youve reached the top of the mountain, look upyoull see another peak waiting. The truth is, theres no secret sauce for leading yourself or others. Leadership is an ever-evolving process of learning and growing. The best leaders never stop evolving. Here are four lessons every great leader eventually learns. 1. Humility is a strength Humility is often mistaken for weakness. In one survey, more than half of fifth and sixth graders described humility as embarrassed, sad, or shy. Adults often confuse it with humiliation. But groundbreaking research tells a different story. Bradley Owens and David Hekman found that humble leaders dont assume success is guaranteed. They test their progress, revise plans, and seek feedback. They empower others to take initiative and celebrate team wins over personal credit. Far from soft, humility gives leaders flexibility and strength. They avoid reacting from ego or abusing power, and instead lead from integrity, self-control, and emotional intelligence. 2. Great leaders learn from others Strong leaders know they dont know it all. They constantly seek wisdom from others and expand their perspective beyond their own experience. Remember the saying: If youre the smartest person in the room, youre in the wrong room. The best leaders deliberately put themselves in spaces where they can learn, grow, and connect with people further down the path. They remain lifelong students. 3. Patience gives you an edge Patience doesnt always get attention and it wont make any headlines, but its one of leaderships most underrated strengths. (I cover patience extensively in my new book.) Research shows that patient people make more progress toward tough goals, feel more satisfied when they achieve them, and experience less stress and depression. Impatient leaders tend to jump to conclusions and act impulsively. Patient leaders, by contrast, are steady and rational. In conflict, they listen first, respond calmly, and diffuse tension. That kind of presence builds trust and resilience in teams. 4. Self-awareness is nonnegotiable In a study reported by Harvard Business Review, teams with less self-aware team members made worse decisions, coordinated poorly, and struggled with conflict compared with teams led by self-aware individuals. Self-awareness is the foundation of emotional intelligence. Leaders who cultivate it see the bigger picture, regulate emotions, and empathize with others. As emotional intelligence expert Daniel Goleman put it: If your emotional abilities arent in hand, if you dont have self-awareness, if you are not able to manage your distressing emotions, if you cant have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far. In closing, remember: Leadership is about committing to the climb. And heres the real test: You dont prove your leadership on the easy days when everything goes smoothly. You prove it in the moments when your patience is tested, your humility is questioned, and your self-awareness is the difference between escalating a conflict or inspiring a breakthrough. Keep climbing. Keep growing. The best leaders arent defined by the peak theyve reached, but by their willingness to take the next step. Marcel Schwantes This article originally appeared on Fast Company’s sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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E-Commerce
On a recent flight, I watched a woman try to sneak an oversize briefcase and suitcase onto the plane. When challenged, she waved her boarding pass at the gate agent and declared, Do you see what that says? pointing to her top-tier status. That means I get to do what I want. Her sense of entitlement was staggering, but familiar. Leaders of organizational transformation, such as major digital/data analytical capability overhauls, or launching a new set off offerings across the globe, often cling to equally delusional rationalizations. And just like that traveler, their self-justifications backfire. The odds of transformation success are already dismal: 70% to 80% of efforts fail. While external forces can derail even the best-laid plans, more often its leaders self-inflicted fallacies that undo their own initiatives. Ive identified five particularly destructive fallacies that appear again and again. Recognizing them is the first step. Choosing better responses is the only way through. 1. The Myth of the Mandate: Repeating Yesterdays Wins Justification: Ive done this before, and I was hired to do it again.Reality: Past victories offer wisdom, not formulas. Many leaders believe their résumé is a ready-made solution. They assume that because a strategy, campaign, or turnaround worked once, it should work again. A consumer-products executive I advised had saved a skincare brand with a precise campaign. When he joined a tech firm, he tried to cut-and-paste the same formula. The market, customer base, and competitors were different, and the approach failed miserably. The danger of this fallacy is that it hides behind genuine strength. Leaders should use their experience, but if they impose it as a mandate, they miss the nuances of the new context. Teams sense the mismatch, and enthusiasm drains as people see yesterdays playbook failing on todays field. The antidote: Treat mandates as invitations, not marching orders. Start by studying your new environment as if you were an anthropologist: walk the halls, ask questions, listen deeply. Instead of asking What worked last time? ask What does this context demand? Extract principlessuch as how you built trust or navigated resistancefrom your past, but resist the temptation to replicate recipes. Thats how you turn past wisdom into present credibility. 2. Excessive Tolerance: Making Change Optional Justification: Im sure theyll get on board eventually, we just need to give them time.Reality: Some people have no intention of getting on board. When leaders become exhausted, confrontation often feels harder than compromise. Deadlines slip, underperformers are excused, and resistance festers. Employees learn quickly that change is recommended but not required. The costs are steep. Accountability erodes, peers resent double standards, and even those committed to change begin asking, Why should I bother if others arent held to it? The antidote: Sharpen accountability and send clear, early signals. Use symbolssometimes tough onesto show that the urgency of now is real. Dashboards of metrics tracking progress and regressions are common. Sometimes removing long-tenured leaders whose behavior contradicts the change is necessary. When actions dont match commitments, call it out. Consequences matter. Research on loss aversion shows that people fight harder to avoid losses than to gain bonuses. That means accountability must accompany rewards. Yes, it will feel lonely. Yes, you may lose popularity. But credibility depends on consistency. Tolerance masquerades as empathy, but it undermines urgency. Leaders who name and enforce consequences create trust, because people know the rules apply to everyone. 3. Settling For Dysfunction: Accepting the Wrong Norms Justification: It is what it is. With time, people will come around.Reality: Without sustained pressure, dysfunction becomes the new normal. One COO I worked with entered his role determined to challenge entrenched practices. But when resistance persisted, his frustration grew. Eventually he lost his composure in a board meeting, mirroring the very volatility of the previous CEO hed been hired to replace. Employees sighed, At least with the old guy, we knew what to expect. Instead of disrupting dysfunction, he had absorbed it. This rationalization is subtle. Leaders begin doubting their instincts: Maybe its me. Maybe Im asking too much. Surrounded by colleagues who shrug and say Rome wasnt built in a day, leaders can slowly adopt resignation as their operating norm. The antidote: Stay differentiated. Make time to decode the unhealthy patterns you seewhy do meetings after the meeting carry more energy than the actual meeting? Why does feedback trigger overreaction? Then encode what should be trueoptimism, accountability, or healthy debateand measure progress against it. Even incremental wins reinforce hope and prevent you from being seduced into complacency. Transformation requires leaders to behave differently than the culture they inherit. Settling into dysfunction might feel like relief, but it heralds surrender. 4. Dismissing the Devil You Know: Protecting the Wrong People Justification: She may not be perfect, but I cant afford to lose her now. Better the devil you know.Reality: The devil you know is still the devil. Few decisions are harder than removing a long-tenured executive. Leaders justify delay by citing loyalty, sunk costs, or fear of disruption. But keeping misaligned leaders is corrosive. It demoralizes others, who see that performance doesnt matter. It consumes disproportionate time and energy. And it erodes credibility, as people conclude the leader lacks the courage to act. The antidote: Evict the devils. Not everyone should make the journey. Leaving someone in a role they cannot succeed in isnt compassion, its cruelty. It sets them up for failure and broadcasts to everyone else that standards are optional. Yes, exits are painful. But acute pain from a tough decision is far better than chronic pain from avoiding it. Free yourself to focus on people already predisposed to advance the vision. When you remove dams, momentum flows again. 5. Reporting Enmeshment: Confusing Emulation with Growth/h2> Justification: Weve been a great team for years, and shes now ready to succeed me.Reality: Long-term reporting relationships often breed co-dependence, not development. Mentoring is essential. But when a promising leader spends too long in one bosss orbit, they risk becoming a replica rather than an original. Ive seen organizations elevate successors who sound and act just like their predecessor, only to find that more of the same isnt what transformation requires. Enmeshment feels safe but creates blind spots. It can also choke off opportunities for broader growth. Without varied assignments, leaders stagnate, lacking the agility transformation demands. The antidote: Move talent around, early and often. Diverse experiences stretch leaders styles and voices. Assign high-potentials to struggling business units, rival functions, or cross-border roles. The more of the organization they see, the strongerand more authenticthey become. Emulation is admirable, but growth requires mobility. Choosing the Path of Progress Transformation isnt undone by markets alone. More often, its these rationalizations, comforting stories leaders tell themselves, that derail progress. The woman at the airport thought her special status exempted her from the rules. Leaders often think the same. But leaders who resist these fallacies, and instead choose accountability, contextual wisdom, differentiation, courage, and mobility, create transformations that last. The costs of indulging rationalizations are dire: wasted time, lost credibility, and failed change. The benefits of escaping them are equally profound: resilient organizations, energized people, and futures worth building. Dont let the justifications win.
Category:
E-Commerce
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