Chris Collins argues that team failures often trace back to low self-esteem among members. He coached colleagues by giving them ownership of wins and a seat at decisions, deliberately making them believe results were theirs. When people feel valuable, performance follows.
norm, then I could get them to maintain it. And then I could raise their influence. They had a, they would get a seat at the table. They would start to feel better about themselves. And in the end, the thing that I learned is really what I'm doing is fixing self-esteem. They never, they never thought that it was possible because they didn't believe they were of value. They didn't believe that they, they were good enough to have that sort of success. They thought it should be hard. They thought that they deserved for it to be bad, right? It's just this, this funny thing. And so I was in the business of self— like, I was raising their self-esteem by tricking them into the results, making them believe that it was them. And then once
