Do you want to run your department or your organization in the most efficient and effective way possible? Then it’s time to start loosening the tight grip you have on your team.


You need to establish the acceptable standard and then let go of control so that you can move on to bigger and better things. After all, your responsibilities as a leader are certain to increase as your organization grows. And in order to focus your attention where it is needed, you will have to leave lesser decisions to the army of employees who report to you.


To put it bluntly, if you want to be more than what you are right now, you can’t be a control freak. Your success as a leader hinges on your ability to ease up and move forward.


It is possible to leave others in charge of certain areas and have everything run just as smoothly as if you were doing it yourself. The key is to make sure those employees you have entrusted to oversee and make decisions in your stead are fully aware of the standards they must maintain.


In order to ensure that you continue to evolve as a leader, it is essential that you are always asking yourself the following: What is the chokehold right now? In your department? In yourself? What is choking you from going to the next level? Are there issues with hiring the right people, training, freeing up your time for more important things, etc.?


You need to identify and resolve whatever is causing the chokehold before it becomes a do-or-die moment.


Here are the three chokeholds that can keep you from unleashing your full potential as a leader:


1. Fear of failure, which stems from the insecurity that you’re going to look bad because someone else will not be able to perform as well as you do.


Don’t procrastinate about hiring simply because you’re afraid you won’t find anyone to fill your shoes. If you don’t trust anyone to do it as well as you can, and you won’t give up control, you will always be the doer and your department or organization will not grow. You can’t do it all. When someone messes up, you can dive down to the level at which the problem occurred, and then rise back up to where you have a bird’s eye view of the business once the issue is resolved. Don’t be afraid to delegate. You need to let people own their roles or else nobody will ever have enough time to focus on what they need to accomplish day-to-day.


2. Not hiring the right people and not having faith in the people you hire. 


I’m sorry to say that I’ve not gone on a week-long vacation in more than eight years, but now I have the people on my team who make me feel confident that I can step away for a seven-day holiday when I need one. Before this breakthrough, I used to worry about being out of the office for even two days at a time. You can’t look forward when you have this mindset. You can’t plan for the future, and neither can you avoid upcoming road blocks… because you won’t actually see them. Now that I have certainty in my team, I can look forward. As a result, I’ve found myself innovating more than ever before and coming up with elaborate plans for the future. To be an effective leader, you need to be able to focus on the future and free yourself from the worry that past problems will crop up again.


Hire people that you have faith in and you know can do the job, and immediately set the standards so that they understand what is expected of them.


Hire the best people you can and put them in positions of responsibility. Keep a hold on the reins while you make sure they are headed in the right direction, but then relinquish your control and let them run with the role.


3. Creating an environment of fear. 


You must give your people permission to be successful. The primary role of a coach is to remove the fear of failing – or losing or looking stupid – from the environment in which employees work. When given the opportunity to thrive by showing them they have nothing to lose, they will win every time. If fear has been removed from your organization’s culture, you can push your employees to the limit and help them become the best versions of themselves.


It’s important to train your employees to be self-sufficient. If you are micromanaging them, you are creating an atmosphere of fear and showing that you don’t believe in them.


People need to learn from their mistakes. They will not perform perfectly every time, but that’s how people learn and grow. If you’re going to accomplish what you want to accomplish, you have to let people do their jobs within the parameters that you’ve set for them.


When you continually stifle people, you squelch their desire, passion and all the things that make them great. When you give people more responsibilities as they grow, it allows them to raise the bar and grow further.


Remove those chokeholds, loosen your control, and focus your energy on evolving into the leader you are meant to be.






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JASON FORREST (two time Stevie Award winner – 2014 Silver Stevie Award for sales training program of the year, and 2013 Gold Stevie Award for sales training or education leader of the year) is an expert at creating high-performance sales organizations through sales training programs, management training programs, and cultural awareness training. He addresses beliefs (not just behaviors) to increase sales, develop leaders, implement cultural accountability, and transform companies into sales organizations. A sales professional at heart, Forrest believes in both the art and science of the sales process. Forrest’s competitive distinction is his behavior-modification approach (which focuses on people, process, and presentation) and his focus on beliefs, not just behaviors. Check out Jason live here.


FORREST PERFORMANCE GROUP is a global leader and designer of corporate training programs, leadership training programs, and sales training programs. Forrest PG’s unique distinction and edge is its belief that true, permanent change begins from the top, transforms from the inside-out, and requires long-term coaching and accountability, rather than short-term training. Too many organizations are short-sighted regarding training and only provide one-day motivational events to entertain sales pros, giving them only short-term boosts in energy and temporary performance lifts. One-day events can be valuable for rejuvenating or jump-starting performance, but a complete training program with coaching along the way makes all of the difference. Increased sales, measurable ROI, accountability, tangible and relevant sales tools are just a few of the results of an FPG training program. Check out who we are here.

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