How to Build an Indomitable Will with the Power of 'WHY' #createamovement #leadership #purpose #love

So I'm going to go through 3 strategies for dealing with, um, getting this indomitable will. There's— it's a Venn diagram, but, but I'm going to go through these 3 things. The first one is what helps you break through with that indomitable will is reminding yourself of the big why. We're fond of saying that in, in today's world. Simon Sinek brought us the big why. So, but, but how do you handle the objections with the big why? And I just told this story this morning to another group, but I'll tell the story here. I was at my client. I guess I can say the client now is Air Canada in Winnipeg. And I had an open role. You guys are familiar with this kind of world. So I had an open role. For, uh, I was a manager at the time, was a new manager at the time, and I had an open role for consultant, um, and it was, uh, Air Canada, so it was airlines related. And I was sitting there, and this is a long time ago, but I was sitting there at the desk and I got a call in the evening and I picked up the phone. We didn't have cell phones then, so it was a, you know, wire phone. So I picked it up. You guys know what that is. And so I picked that up And I said, and, and the person on the other end said, this is such and such. I'm the managing partner for Canada, and you will staff a Canadian on this project. Now, I am Chicago-born, and when you open with a line like that, like it's a bully in the playground. You just knocked me in the dust. There's different ways to respond to this. I would not suggest this for anybody, but this is Patrick's way of being. I'm South Side Chicago, Irish Catholic. So put me in the dust, you know, it was a sucker punch. I get it. I'm gonna stand up and take a swing because that's what I do. And so I said, well, you know what? Um, our mission statement at that time was we help our clients change to be more successful. I will, in order to do that for this client, I will staff it with the most qualified person, and I don't care if they're from the US, Portugal, green, white, purple, or black. I don't care. But I'm going to staff the most qualified person for this job because it's risky. And did I get an earful. You don't understand the North American agreement that we have with the U.S. partnership, and you're going to hear about this. I'm going to go, you know, 3 levels above you. You're about— and he just ripped me, just ripped me. And he said, you're gonna hear from me, and he hung up. I never heard from him. I staffed an American. She was a flight attendant with a master's degree in organization development. I mean, she was like perfect for the role. Never heard from him. Why? My view of this with the big why is because I quoted the mission statement of the company. I had the confidence to say that and go like, you know what? If this gets, uh, up the ranks, The CEO will have to back me. They'll have to back me, you know? So I was like, okay. And if they don't back me, well, somebody in our company doesn't— is spineless because it, if it goes that far, I will win because the big why was put on the table. My opinion. Hopefully you guys have had some situations like that, but sometimes it's that big why is what you need to break through. The blockers and the barriers, the scary stuff. And having this, this shortest path to the big why sometimes is the best answer. Is this making sense for you