We love stories of change, like the joyful before-and-after pictures, the friends who make big career moves, the “hero’s journey” in a story, or those “aha!” moments when everything finally makes sense. Change can easily be described as a significant decision or a distinct turning point. We often believe that there is a single moment of breakthrough, a time when everything becomes clear, and the path forward is obvious. But if you listen to people talk about what real change looks like, it’s never as neat as a movie script.
Real change is slower than anyone likes to admit. It’s messy, it’s uncertain, and most of the time, it’s far more confusing than inspiring. Choosing to grow doesn’t always feel like some grand adventure—instead, it can feel like you’re quietly breaking the rules of everyone else’s expectations. You’re not just rearranging your life. In a way, you’re shaking up the world around you, too.
Here’s why that slow, restless push toward something new can feel like wandering in a storm—and why, even when it’s uncomfortable, it’s so important to keep moving forward.
The Myth of the Sudden Epiphany
Change is challenging because much of it occurs beneath the surface, making it nearly invisible to others.
Take Hiba’s story—one we hear a lot on the Global Grit Conversations podcast. She didn’t just wake up one day and decide to walk away from her steady job. For her, it crept in over time—a slow, heavy feeling that built up little by little. Every morning, she found herself trudging off to work without a spark of excitement; every evening, she came home feeling drained and somehow emptier than before.
From the outside, leaving a steady job can seem sudden, even reckless. Friends and coworkers often just see the final action—they’re not there for the months (or years) of quiet wrestling that happened beforehand. They don’t see the restless nights, the nagging doubts, or how the excitement for that old life faded away bit by bit.
Inside, for Hiba, that decision was quietly forming for a long time. It’s more like a gentle rebellion—a push against a version of your life that just doesn’t fit anymore. The challenging part is that no one else sees the buildup. So when you finally act, it can look rushed or even flawed when, really, it’s been quietly simmering beneath the surface all along.
Why Your Growth Triggers Their Fear
Through numerous candid discussions about life changes, one thing consistently emerges: when an individual chooses to pursue a new path, their closest companions often express little enthusiasm.
Instead, people hesitate. You experience doubt, those uncertain looks, and sometimes a gentle, puzzled frown. Every now and then, the pushback is even sharper. As Hadeel puts it, “Big decisions usually are perceived as craziness by people.” That kind of response can really sting. It feels somewhat cold, even unsupportive. But if you look closer, there’s something deeper going on beneath the surface.
Usually, resistance to your change isn’t really about what you’re actually doing—it’s about what your choice stirs up in others. People crave stability and the comfort of what they know. When you step outside those familiar lines, it can shake up their sense of security and sometimes even make them question whether they’re playing it too safe themselves.
When Hadeel left her stable corporate job to chase something that felt closer to her true purpose, nobody burst into applause. Instead, what greeted her was a lot of worry and some difficult conversations—even from those who loved her most. Her big step wasn’t just about her; it unknowingly made others look at their fears a little more closely.
The Battle Between Logic and Emotion
You can see this struggle play out in real life—and honestly, most of us have felt it. Change often creates an internal tension between our rational, deliberative thinking and our instinctive drive for safety—a dynamic explored by Daniel Kahneman, whose research on judgment and decision-making revealed how these two systems shape human behavior.
Even when a new direction seems logical to you, your heart often yearns for the safety of the familiar. That urge to stick with the familiar doesn’t just grip the person making the leap—it ripples out to everyone around them. The people who care about you might understand, logically, that your current path isn’t making you happy. However, deep down, the unknown also feels frightening to them, and a part of them can’t help but wish you would remain in a predictable environment.
That’s part of the reason that big life changes can suddenly feel so lonely. When the people around you are uneasy or unsure, it’s easy to feel isolated, even though you’re actually just learning to trust yourself in the unknown.
Fear Is a Companion, Not a Stop Sign
A lot of us believe we have to wait until fear disappears before we make a move. We think we need to feel truly ready—that some spark of confidence will arrive to push us forward—but the truth is, that feeling almost never comes.
Change is often a winding path. Hiba’s decision to step away from her career was not a simple one. She left her job, came back, and left another one again before finally choosing a new direction for good. It’s anything but neat—more like a messy, very human dance that unfolds in fits and starts.
Hadeel talks about fear like it’s always along for the ride—never really leaving, just showing up at every big choice. It doesn’t vanish just because you’ve decided to do something good for yourself. That persistent feeling goes against everything we’re told about change—that you have to feel sure before you move forward. The truth is, you rarely ever do.
Being ready isn’t really a feeling—it’s a choice you make, even when you’re nervous. You don’t wait for a sudden surge of confidence; you simply choose to move forward, despite your fears. The idea that “readiness” is a choice rather than a feeling becomes clearer when you look at how psychologists understand the relationship between fear and action.
Research in behavioral science shows that action can begin before emotions resolve—and often does. What matters more is how we interpret and respond to those emotions. Studies on fear and motivation suggest that anxiety can function as a signal of importance rather than a stop sign. When something matters, the stakes feel higher—and that’s precisely when fear tends to show up.
Work on approach–avoidance behavior in psychology further reinforces this idea. Humans are constantly navigating two competing systems: one that pulls us toward goals (growth, opportunity, meaning), and another that pushes us away from perceived risk (uncertainty, failure, loss). In this context, readiness is the decision to act on the approach system, even when the avoidance system remains active.
This aligns with research on self-efficacy and behavior change, particularly Albert Bandura’s work. Bandura’s research indicates that confidence is frequently developed through action rather than serving as a prerequisite for it. In other words, people don’t act because they feel ready—they begin to feel ready because they act.
There’s also a practical implication here that’s easy to overlook: if you wait for the emotional state of certainty or confidence, you may wait indefinitely. But if you treat readiness as a decision—something you assert rather than discover—you shift from being governed by emotion to being guided by intention.
Moving Forward in the Dark
Viewing things from this new perspective makes change seem less daunting. It reminds us that real transformation almost never comes with a roadmap or a green light. Instead of waiting for certainty, the people who actually move forward tend to do it anyway—they step into the unknown, even when things don’t feel perfectly clear. That’s the truth most of us miss: you move not because you have zero doubts but because you’ve decided to trust yourself enough to take the next step, even if you can’t see what’s ahead.
The bravery it takes to make a real change is easy for others to miss. People see the risks, the leap you’re taking, and maybe even shake their heads, wondering why you’d go down such an uncertain path. What they rarely see are the small, tough choices you face each day—the way you talk yourself forward, even when it’s scary. Without that context, it’s no surprise your decision can look impulsive, or even a little unrealistic, to someone on the outside. But you know what it really took to get here.
Embracing the “Crazy” Label
Once you get what’s really going on with change, being called “crazy” doesn’t sting the way it might have before. It stops feeling like an insult and starts to feel almost like a backhanded compliment—a sign you’re coloring outside the lines in a world that prefers things neat and familiar.
When someone calls you “crazy” for growing instead of staying comfortable, they’re not really saying you can’t do it. What they’re reacting to is how your decision shakes up their sense of what’s normal. That label—“crazy”—just means your bold move is challenging the lines everyone’s gotten used to.
Change isn’t some instant lightning bolt of clarity. Usually, it’s a winding, messy road—full of second-guessing, small steps, setbacks, and stubborn hope. It won’t feel easy, and it certainly won’t look perfect. What it really requires is just finding the courage, again and again, to take the next step forward, even when you have no idea what comes next.
Understanding all of this doesn’t necessarily simplify the journey, but it does highlight the reasons why change can sometimes feel burdensome. When you realize where the weight comes from, it gets a little easier to carry.
Don’t worry so much about being misunderstood. People will see your choices through the lens of their worries and doubts—they can’t always help it. Let them have their reactions. Your real job is to notice where those responses come from, maybe give a knowing smile, and keep moving toward what matters to you anyway.
If you’re standing on the edge of a big change and waiting for your fear to disappear, maybe give yourself permission to stop waiting. That perfect feeling of readiness might never show up—and that’s okay. Sometimes the bravest thing you can do is take a small step forward, even if you’re still nervous. You might find that’s all it takes to start moving in the right direction.
What does it take to leave a secure corporate career and build something from scratch? For many, it’s a daunting thought, filled with risk and uncertainty. But for Hadeel, a Jordanian entrepreneur, it was a necessary step toward fulfilling her purpose. In 2006, she made the pivotal decision to trade her steady income for a chance to empower young people, a move that launched an incredible journey of growth, resilience, and impact.
This article explores the key lessons from Hadeel’s story, as shared on the Global Grit Conversations podcast. We will dive into her transition from the corporate world, her framework for building true grit, and her practical advice for entrepreneurs—especially women—on turning a passionate idea into a sustainable business. Her journey offers a powerful blueprint for anyone seeking to make a change and build a meaningful career.
The Leap: Trading Security for Purpose
Many professionals dream of starting their own venture, but the fear of losing a stable income is a powerful deterrent. Hadeel faced this exact challenge. When she told her family she was leaving a major company to start an educational business, she was met with concern. For a culture that values stability, her decision seemed reckless.
However, Hadeel was driven by a clear purpose: to address the skills gap she observed in the corporate world. She saw many well-educated graduates who lacked essential personal skills like problem-solving, critical thinking, and decision-making. Her vision was to create programs that would instill these life skills in children from a young age.
Her first venture, Ideas for Fun, focused on teaching science through hands-on experiments and drama. This evolved into The Alchemist Lab, which offered STEM education through camps, school trips, and teacher training. The mission was always to make learning engaging and to equip the next generation with the tools for success. This unwavering focus on her “why” gave her the conviction to push past the initial fear and skepticism.
Takeaway: Anchor Yourself in Purpose
When faced with a difficult career decision, your purpose becomes your anchor. Hadeel’s passion wasn’t just a fleeting interest; it was a solution to a problem she deeply cared about.
Actionable Tip: Before making a major leap, clearly define the problem you want to solve. Who do you want to help, and why does it matter to you? Writing a personal mission statement can provide the clarity and motivation needed to navigate the uncertainty ahead.
The Three Pillars of Grit
The word “grit” is often used to describe simple persistence, but Hadeel defines it as a set of actionable skills. Her experience building her business through challenges, including readjusting during the COVID-19 pandemic, taught her that grit is something you cultivate, not something you’re just born with. She breaks it down into three pillars.
Master Your Relationship with Failure
Every entrepreneurial journey is filled with mistakes and setbacks. The key is not to avoid them but to change how you react to them. Hadeel emphasizes the importance of learning from failures without letting their emotional weight undermine your confidence.
This means letting go of ego and being open to feedback. When you tie your identity to a specific solution, any failure can feel personal. Instead, Hadeel advises becoming attached to the problem you are solving. This shift in perspective allows you to see setbacks as opportunities to iterate and improve your approach, rather than as personal defeats.
Take Action, Even Without Motivation
Many people believe they need to be “in the mood” or feel “ready” to work on their goals. Hadeel argues that waiting for the right feeling is a trap. True grit is the discipline to show up and do the work, even on days when you feel uninspired or overwhelmed.
She frames readiness as a decision, not an emotion. Motivation is fickle, but commitment is a choice you make every day. By creating systems and habits, you can ensure progress continues regardless of your emotional state. This is what separates successful entrepreneurs from those who get stuck waiting for the perfect moment.
Stay Committed to the Long-Term Vision
Building something meaningful takes time. Whether it’s growing a business, mastering a new skill, or getting in shape, the results are rarely immediate. A major component of grit is the ability to stay motivated on a long journey where rewards are far in the future.
This involves breaking down large goals into smaller, manageable milestones. Celebrating these small wins helps maintain momentum and provides a sense of accomplishment along the way. It’s about trusting the process and understanding that consistent, daily effort is what ultimately leads to significant achievements.
Takeaway: Build Your Grit Muscle
Resilience is not a passive trait; it’s active practice.
Actionable Tip: Pick one of Hadeel’s pillars to focus on this week. If you struggle with failure, identify a past mistake and write down three lessons it taught you. If you struggle with motivation, commit to working on a key task for just 25 minutes, even if you don’t feel like it. Practice builds strength.
Practical Advice for Women in Business
Throughout her journey, Hadeel has coached many entrepreneurs and noticed specific patterns, particularly among women. She offers sharp, practical advice for overcoming common hurdles that can stifle growth.
Don’t Wait for Perfection
Hadeel highlights a frequently cited statistic, that women often wait until they meet 100% of the qualifications before applying for a role, while men will apply with far less. This tendency toward perfectionism also appears in entrepreneurship, where women may spend too much time developing a product or service before taking it to market.
Her advice is blunt: launch before you feel ready. Your initial product is not your final one. Get it into the hands of customers, collect feedback, and iterate. The market will provide more valuable lessons than you could ever learn in isolation.
Ask for Help Directly
Another tendency Hadeel observes is the belief that you must build a relationship before asking for help. Women may feel the need to “warm up” a contact with coffee meetings and interactions before making a request.
She urges entrepreneurs to be more direct. People are often happy to give feedback or offer support if you simply ask. Build a trusted circle of advisors and mentors, and don’t hesitate to reach out to them. Respect their time by being clear and concise about what you need. A direct, well-formulated request is often more effective than a roundabout approach.
Build a Sustainable Financial Model
Passion is the fuel for any impact-driven business, but it cannot sustain it on its own. Hadeel warns against the “social enterprise trap” where founders give away too much for free in the name of impact and end up bankrupt.
If you are creating value, you must build a business model that reflects that. This doesn’t mean you can’t serve less fortunate communities. It means you need to be creative. Hadeel’s company, The Alchemist Lab, used a hybrid model: it charged fees for services to the private sector and used those revenues to subsidize programs for refugees and other communities. Sustainability means having cash on the balance sheet, which ensures your company can continue to operate and achieve its goals.
Conclusion: Embrace the Journey
Hadeel’s story is a powerful reminder that the path to a meaningful career is rarely a straight trajectory. It requires courage to start, grit to persevere, and a willingness to learn from every setback. Her journey from a secure corporate job to an impactful entrepreneur was fueled by a clear purpose: to equip the next generation with the skills to succeed.
By embracing failure, acting with discipline, and building a sustainable model, she turned her vision into a reality that has impacted thousands. Her new project, Mothabira (“gritty woman”), continues this mission by providing young women with tools to turn self-doubt into grit.
Whether you are an aspiring entrepreneur or a professional seeking more purpose, her lessons are universal. Define your “why,” cultivate your resilience, and don’t be afraid to ask for what you’re worth. The journey may be challenging, but as Hadeel demonstrates, the reward of building something with impact is worth every ounce of effort
When I launched Global Grit Conversations, I knew I wanted to create something different—a space for reflective, cross-cultural dialogue about resilience, leadership, and meaning. My first guest, Areej Khataybeh, delivered exactly that and more.
Areej is a psychologist who has turned executive coach and entrepreneur, building something truly unique: a methodology that combines business development, psychology, and strategic thinking. Over 11 years of studying psychology and another 12 in the corporate world, she’s worked with more than 200 high-achieving individuals across 20+ countries. But what struck me most wasn’t just her impressive track record—it was her journey from the therapy room to the boardroom and what she discovered along the way.
From Mental Health Hospitals to Executive Suites
Areej’s career path wasn’t traditional. She started work in mental health hospitals, moved to schools, and then into corporate work as an HR manager. But she describes HR as “the suit that gives me access”—a business card that opened doors to CEOs, leaders, and entrepreneurs with big dreams.
“What drove me was being eager to explore and asking myself the tough questions,” she told me. “Where are you really, really, really happy? With whom are you working? What are you working on, and where will that take you?”
That relentless self-inquiry led her from Jordan to the US, where she studied coaching and met leaders across industries. She interviewed celebrities, high-achieving CEOs, politicians, and even royalty. And in those conversations, she began to see patterns that would eventually become the foundation of her methodology.
The Survivors vs. The Thrivers
Areej’s description of her breakthrough moment was unforgettable. She was on a flight from Chicago to New York, writing furiously, when it hit her: there was a link between all the people she was interviewing.
“I saw two basic elements,” she explained. “First, the achievements they do, and their track record of success. Second, their heart—the passion, how excited they are about what they do.”
But here’s what fascinated her: many of these successful people had lost something along the way. They started their businesses with fire in their hearts, but as they achieved more, that spark began to dim.
“They are achieving, doing amazing stuff in the world, and people are celebrating them,” Areej said. “But what about their heart? What about their inner world?”
She calls these people “survivors”—those who have achieved a lot, but whose hearts are no longer beating at the same rhythm as when they started. The question that drives her work became: How do we help survivors become thrivers again?
The Four-Step Journey: Reveal, Heal, Create, Transform
What emerged from Areej’s research is what she calls the Spark Back methodology—a four-step process that starts not with strategy, but with something much deeper.
Reveal: This first step requires courage. It’s about opening up about the most difficult thing in your life—the thing you’ve pushed away because you thought it wasn’t “the right time” or because you needed to focus on solutions. High achievers are masters at suppression, at pushing forward. But Areej has learned that you can’t move forward until you’re willing to go backward.
Heal: You can’t dream if you’re in pain. You can’t create a compelling vision while carrying emotional luggage that drains you. This step is about healing the heart from past wounds, lifting the emotional burden that weighs leaders down even as they appear successful to the outside world.
Create: Only after the first two steps can leaders develop a new vision—one that comes from their authentic self, not from fear, guilt, or someone else’s expectations. This is about creating something that’s purely them, alone.
Transform: Finally, this is where traditional business consulting usually starts—taking the vision into action, making it a reality, building the right team, executing the plan.
“Every business challenge starts from yourself,” Areej told me. And she applies this framework everywhere—from high-achieving women scaling international businesses to her own children navigating school conflicts.
The Missing Piece in the Entrepreneurial Ecosystem
As someone who has consulted with global organizations and now focuses on women-owned businesses, I was particularly struck by Areej’s observations about what’s missing in the current ecosystem.
“We focus heavily on how to become an entrepreneur, how to open your business—99%, if not more, focusing on strategy, execution, planning, action steps,” she said. “But no one considers the inner world. No one focuses on the woman herself, the one who is behind the business.”
The ecosystem teaches women how to pitch, how to analyze market gaps, and how to raise numbers. But when a high-achieving woman is sitting in a strategic meeting thinking about her family, her kids, and her loved ones? The system tells her she should leave that behind and come with a clear mind.
“No one tells you: you are a human,” Areej said. “How can you be aligned as a whole person in order to achieve and push your dreams?”
This resonates deeply with my own work at the intersection of academia and consulting. We’re quick to prescribe more training, another MBA, another certificate. But we rarely ask: How do you feel? What are you carrying that we can’t see?
Cross-Cultural Insights
Having worked across the US, Europe, and MENA regions, Areej sees both universal struggles and cultural differences in how women experience achievement.
In Western cultures focused on individuality, women often grow up feeling that whatever they’re doing isn’t enough—they need to do more, think more about the future, have backup plans for their backup plans. “The inner place is not clearly peaceful and settled,” she observed.
In the GCC and MENA regions, where there’s a greater emphasis on group identity and family, women feel guilty when they focus on themselves. They struggle to find harmony between caring for everyone they’re supposed to support and pursuing their own dreams.
“It sounds different,” Areej said, “but it’s from the same place—you are with yourself, looking at yourself, how you define your identity.”
The weight is the same. Only the source is different.
When Success Doesn’t Look Like You
One of the most powerful moments in our conversation came when Areej shared her own inflection point—deciding to end her first marriage, leaving a prestigious hospital position, and making choices that looked unwise to others but felt essential to her.
“Especially when it’s nice, especially when it’s appealing, especially when people look at it and tell you you’re lucky for having this in your life,” she said. “But you feel: it’s not for me. It doesn’t look like me.”
She described reading an article titled “Why Women Fear Success” that spoke to how she’d been shrinking herself, trying to fit in. The realization changed everything.
“Although it might not seem the most wise decision for people at one point in time, if you feel this is the right thing for you—go and do it.”
This is the kind of courage she now helps other women find. Not the courage to be louder or more aggressive, but the courage to be honest with themselves about what alignment actually feels like.
Advice for the Inflection Points
When I asked Areej what advice she’d give to someone at a major career crossroads—whether just starting out, mid-career, or thinking about legacy—her answer was beautifully simple and profoundly challenging.
“Pause. Stop and think. Ask: how am I considering where I am today, and how does it feel to move forward? What are my biggest fears, and why are they fears?”
Then she offered this thought experiment: “If I removed everyone’s advice and recommendations aside, if there were no one on earth but me and myself living in this world, and there were no fears whatsoever—what would I choose?”
She also suggested imagining yourself at 90, looking back at this moment. How would you want to have honored yourself? How would you want to be remembered?
“Sometimes it’s hard for us to think of what’s happening today,” she said. “We need to go out of ourselves, out in time and perspective. We need to see ourselves as a third party. And then the answers will amaze you.”
The Smart Woman in Hijab
There was one moment in our conversation that I found particularly moving. When Areej went to New York for her coaching certification, someone called her “the smart woman in hijab.” It was the first time she’d heard this, and she took it as an answer from God—a message telling her to honor what she believes in, move forward, and trust that people will appreciate her work and contributions.
“That gave me a huge push and responsibility at the same time,” she said. “To honor what I have and at the same time help others and be open and have conversations that really come from the heart.”
This is authenticity in action—not despite who you are, but because of who you are.
What This Conversation Taught Me
As an educator and consultant who has spent decades helping organizations and individuals navigate transformation, I found Areej’s approach refreshingly human. We spend so much time on best practices, on benchmarks, on what the market demands. But transformation doesn’t start with a strategy deck. It starts with a person willing to be honest about what they’re carrying, what they’re avoiding, and what they truly want.
The Spark Back methodology—reveal, heal, create, transform—isn’t just a framework for entrepreneurs. It’s a framework for anyone who has achieved something and wonders why it doesn’t feel the way they thought it would. It’s for anyone who has lost the spark they started with and wants to find their way back.
This is the kind of conversation I want Global Grit Conversations to be known for—not superficial success stories, but real discussions about the inner work that makes outer achievement sustainable and meaningful.
I’m grateful to Areej for her vulnerability, her wisdom, and her willingness to share not just what she’s learned from 200+ interviews with high achievers, but what she’s learned from her own inflection points, her own moments of choosing authenticity over approval.
Listen to the full conversation with Areej Khataybeh on Global Grit Conversations, Season 1, Episode 1: “The Inner Work of Leadership” here.
To learn more about Areej’s work, visit Spark Back or connect with her on LinkedIn.
As a business management consultant, I’ve seen the highs and lows that come with building and growing a business. From the thrill of launching a successful service offering to the disappointment of a failed campaign, the entrepreneurial journey is a rollercoaster of emotions. However, one thing I’ve learned is that resilience is the key to not only surviving but thriving over time.
Resilience is the ability to bounce back from setbacks, adapt to change, and keep going in the face of adversity.
It’s like having armor that protects you from the inevitable challenges that come with running a business.
In fact, studies have shown that resilience is a critical factor in entrepreneurial success.
According to a report by the Global Entrepreneurship Monitor, entrepreneurs who are more resilient are more likely to succeed than those who are not.
So, how can you build resilience as an entrepreneur? Here are a few strategies that have helped me and my clients:
Develop a Growth Mindset
A growth mindset is a concept developed by psychologist Carol Dweck, which refers to the belief that one’s abilities and intelligence can be developed and improved over time through dedication, hard work, and learning.
Individuals with a growth mindset tend to see challenges as opportunities for growth, embrace failure as a stepping stone to success, and are more likely to persevere in the face of obstacles.
A growth mindset is particularly helpful when building resilience because it fundamentally changes how you perceive and respond to challenges and setbacks, which is essential as an entrepreneur.
Build a Strong Support Network
Research has shown that having mentors, advisors, and a network of fellow entrepreneurs can significantly impact your ability to overcome challenges.
Mentorship, in particular, has been identified as a powerful tool for building resilience.
A study published in the Journal of Business Venturing found that entrepreneurs who had mentors were more likely to exhibit behaviors associated with resilience, such as persistence and adaptability.
In addition to mentors, advisors and fellow entrepreneurs can also play a key role in a support network. Advisors provide specialized knowledge and expertise, while fellow entrepreneurs offer empathy, understanding, and camaraderie.
Together, these individuals form a support system that can help entrepreneurs weather inevitable ups and downs.
Stay Flexible
One of the most crucial ways to develop resilience is to practice adaptability.
Research shows that businesses that are able to adapt to change are more likely to succeed in the long run.
A great example is Sara Blakely, the founder of Spanx.
Blakely started Spanx in 2000 with a revolutionary idea: to create comfortable, slimming undergarments for women.
After successfully launching Spanx and achieving rapid growth, Blakely faced a new challenge when the market began shifting towards athleisure wear. Instead of sticking to her original product line, she expanded Spanx to include leggings, activewear, and other clothing items that aligned with the new trend.
This pivot proved to be highly successful, as Spanx became a leader in the shapewear and athleisure markets.
Blakely’s ability to adapt to changing market trends and pivot her business model is a testament to her resilience and entrepreneurial spirit.
By embracing change and staying flexible, you position your business for sustained growth and relevance as the market evolves and changes.
Celebrate Your Successes
Celebrate successes, no matter how small.
While it’s natural to dwell on failures, focus on achievements to help cultivate a positive mindset and strengthen your ability to bounce back from setbacks. This is also why a growth mindset is so important to adopt.
It boosts confidence, provides perspective, strengthens relationships, and fosters resilience.
The journey of entrepreneurship is fraught with challenges and obstacles, but it’s how we respond to these obstacles that truly defines our success.
By developing a growth mindset, building a strong support network, staying flexible, and celebrating our successes, we can build the resilience needed to weather any storm.
Micro-commitments are small, manageable actions taken consistently over time. They are the complete opposite of grand, one-off gestures, championing instead the steady drip of effort that can lead to an ocean of impact. This concept, while simple, taps into the deep psychology of how we form habits and the intrinsic human desire for consistency and achievement.
A principle as simple as making micro-commitments stands out for its profound ability to build lasting influence and authority.
I’ve championed this approach and seen it flourish at BLUE SAGE Consulting. It holds untapped potential for professionals and businesses alike.
The Psychology Behind Micro-Commitments
At its core, the psychology behind micro-commitments revolves around cognitive dissonance. This is the uncomfortable tension that arises when our actions don’t align with our beliefs and values or fail to follow through on our commitments—when things don’t “feel right.” Conversely, when we make and keep small commitments, especially publicly, we’re driven to maintain consistency with our stated intentions, thereby reducing cognitive dissonance and bolstering our self-perception and determination.
This drive for consistency is powerful and impactful for online and offline professional influence. Regular, committed actions, no matter how small, signal reliability and dedication—traits highly valued in any professional sphere. They also build momentum, turning the potentially mighty task of establishing an online presence into manageable, achievable steps.
Consistency in Content Creation
When it comes to building professional influence online, consistency in content creation is vital. Here, micro-commitments can be a game-changer. For example, publishing a post every Wednesday, sharing industry insights biweekly, or commenting on peers’ content daily are micro-commitments in action. They emphasize that you are engaged with others and involved in different conversations. Though small, these actions compound over time, enhancing your visibility and establishing your voice as a thought leader in your space.
This consistent engagement keeps you visible within your network and beyond, slowly expanding your influence. It also feeds the algorithms that govern our online world, increasing the likelihood that your content will be seen and shared, thus amplifying your reach. Remember, a steady drip of effort can lead to an ocean of impact.
Implementing Micro-Commitments in Your Business
So, how can businesses and professionals implement micro-commitments into their content creation and posting schedules? Here are a few practical strategies:
Start Small: The beauty of micro-commitments is that they are easy to manage without much effort. Choose actions that are achievable within your current resources and constraints. This could mean starting with one post weekly or dedicating 15 minutes daily to engaging with your network.
Be Specific: Vague goals breed inaction and can lead to frustration. Define your micro-commitments with as much specificity as possible. Instead of “post more often,” commit to “posting an industry-related article every Tuesday morning.”
Public Accountability: Announce your commitments publicly, or at least to a circle of peers or colleagues. This garners support and increases your accountability, leveraging the social pressure to follow through, which may be just the push you need.
Track and Reflect: Keep a log of your commitments and their outcomes. This not only measures your consistency but also helps you reflect on your strategy for better results.
Celebrate Small Wins: Acknowledge and celebrate each completed step. This positive reinforcement strengthens your commitment habit and keeps the momentum going, even when progress seems slow.
The Cumulative Impact of Micro-Commitments
The beauty of micro-commitments lies in their cumulative impact. Each small action builds upon the last, creating a tapestry of influence that, over time, can surpass even the most ambitious of initial goals. It’s a testament to the power of consistency, patience, and an incremental approach to achievement.
At BLUE SAGE Consulting, we’ve seen firsthand the transformative power of micro-commitments. From enhancing personal brands to launching new businesses, the principle remains the same: small, regular actions can and do lead to significant outcomes.
In the digital arena, where attention is fleeting and competition fierce, the ability to commit to and consistently execute a micro-commitment strategy can be your greatest asset. This method champions persistence, rewards patience, and ultimately leads to the building of an authentic and enduring professional influence.
So, as you navigate the complexities of the online professional world, remember the power of the small. In the realm of building influence and authority, micro-commitments can lead to the most monumental achievements.
If teaching had a playbook, it might include lesson plans, class materials, presentations, exercises, activities, and assessments that support the course learning objectives. When I walk into a classroom, I’ve got my playbook ready for that day’s class. But last week’s classes were different from any other, and I wasn’t sure what to expect. That’s when I taught a face-to-face summer course at a college in Cambridge, Massachusetts to pilot in-person teaching for courses in the fall. This was a daunting experience filled with uncertainty and trepidation, one that many educators will be faced with come fall. Here are some lessons that I learned from that experience.
A few months ago, the startling realization of a raging pandemic catapulted students and faculty online in a matter of days. The shift to online teaching was a case study in agility. Faculty from our campuses around the world pooled their knowledge and technical platform experience as we prepared to welcome students to our online campus. After a few days of teaching online, we became accustomed to rows of boxes on a computer screen instead of rows of students in a classroom.
I can’t say that I’m an expert in pedagogy and teaching strategies but having pioneered teaching in a COVID-era classroom with twenty-seven students, I have a unique perspective that is different from classes I have taught over the past twenty-three years. If you are planning to join your students in the classroom this year, consider the opportunity to rethink what that means for you.
Preparing for a COVID-era class takes more time and thoughtfulness than before.
The decision to enter the classroom wasn’t an easy one to make. Friends and family voiced their concerns, and most of us had questions about how an in person class would run. Given that we would be the only class on campus at the time, the associated risk seemed manageable. After thinking through the emotional and psychological aspects of teaching in a COVID-era classroom, I started to plan. Christine I. McClure taught an in-person class this summer at Embry-Riddle Aeronautical University in Daytona Beach, Florida. She notes that “there is definitely a learning curve to COVID-style teaching, and it is a lot of work”. Be sure to set aside enough time for planning. In my case, a colleague and I had originally designed this new course, assuming that it would be taught in a face-to-face classroom. Once our classes moved to virtual delivery, I redesigned the course accordingly. The final version of the course turned out to be different than the other two versions since safety guidelines for student interaction and movement in a confined space had to be factored in. Fortunately, I had allocated enough time in my schedule for the course redesign and preparation.
There are lots of moving parts involved in a COVID-era classroom.
I didn’t quite realize how much the physical classroom itself is an element of learning, especially since the topics that I teach lend themselves to interactivity and experiential learning. When I entered the school for a preliminary site visit, aside from the fact that there were no students or faculty the building, it felt different. The lobby welcomed guests to evenly space themselves as they entered through the key card turnstiles. Crowded elevators are now limited to only two people per ride, with emblems on the floor that mark the distanced location where each rider should stand. The classroom traffic flow was marked: entry and exit are limited to specific doors; signage marks the movement among seats/tables in the classroom, just like in the grocery store.
If students will be moving around in your classroom, consider how that might work. Movement in the classroom should be thoughtfully choreographed to factor in safety guidelines. In my case, twenty-seven students were situated in a flexible classroom with six feet between each seat/table. Consider how activities such as team discussions and bathroom breaks might be handled to minimize movement and contact within the classroom. For example, during the break, students were invited to exit the classroom in groups in order to minimize the traffic in the bathrooms.
Classes that feature a good amount of group work may require alterations. Instead of working side-by-side, student teams will need to work across physical distance in the classroom, making it difficult to hear one another (and read one’s lips) while wearing masks and face shields. I used a lavalier microphone initially but abandoned it after the microphone clip slipped off my face shield one too many times. It took a while for us to learn how to modulate our voices so that everyone could be heard and understood.
What are the considerations for your classroom?
Take advantage of available meeting rooms and other spaces.
Consider how your class is “typically” structured. Make use of any space that is available to you outside of the classroom. We were fortunate to have access to team rooms (smaller meeting rooms) where 3 to 4 students could meet comfortably within safety protocols. Chairs were positioned on marked locations to ensure proper distancing. It is worth noting that working in teams requires discipline and constant reminders to limit contact and reinforce new habits.
There were many safeguards in place to ensure a safe academic environment. A good amount of outreach was sent to students before the start of the class which probably contributed to their awareness. The course, entitled Persuasion and Influence, was an intensive 4-day elective for master’s students from around the world. There were several pre-requisites for students to join the class: participants could join in-person only and then only after completing a mandatory quiz to acknowledge that they had watched the “Back to campus” information video and completed a self-declaration. Students that had not properly quarantined in advance of the course start date (if required) were not allowed to join the class. In addition, daily alerts were sent to each student to inquire about their physical well-being.
It’s important to set the tone for your students.
Being in a COVID-era classroom is a brave choice. The way that we handle this choice, as educators, is up to us. Many students in our classrooms will be apprehensive about being back to school. Many of our faculty will be apprehensive as well. It’s up to us to set the stage and the tone for our students’ learning experience.
I anticipated what the students’ mindset might be, and we spent a lot of time in open discussion at the beginning of class. Just like with other courses, we started with student introductions and expectations for the course. Typically, I ask students to jot down their expectations for the course and for learning, and then post their responses on the wall at the front of the room. We use this to get to know one another and introduce the course. In this classroom, however, I used a Mentimeter poll for students to share their thoughts in order to minimize movement and contact.
Many of the comments revealed what students were thinking: “I hope to be COVID-free by the end of class,” “I’m happy just to be around people again.” Students talked about how they were feeling and what it means to be back in a classroom after months away, much in the way that I noted in a recent essay, Canary in the Coal Mine or Canary in the Classroom?One of our guest speakers acknowledged the courage that students demonstrated by being in the classroom. We talked about how we are changing habits in our learning environment and about restrictions and ways to encourage psychological and physical safety in the classroom. Consider different ways that you might enforce these new habits in your classroom.
In a recent McKinsey report, Amy Edmondson notes that “For many people during the pandemic, the explicitness of the physical lack of safety has been experienced as a shared fear, which has allowed them to be more open and intimate and more able to voice their thoughts and concerns with colleagues. This collective fear thus becomes a potential driver of collaboration and innovation, further contributing to an open environment for producing and sharing ideas that under normal conditions may have remained unshared.” Glimpses of this collective fear surfaced during the four-day course and contributed to a collective sense of community.
Make safety a shared responsibility in the classroom to reinforce new habits.
This one might seem obvious, but I wasn’t quite sure how to approach the topic until the students were in the classroom. The floor at the front of the room was marked with painter’s tape around the “professor’s bubble” that included the podium. In order to minimize physical contact, the goal is to stay within the “bubble” and for students to stay in their physically distanced seats. “I expect that we are going to give each other feedback and keep each other honest. So if you’re observing somebody that’s not distancing, it’s okay to mention it. If you see me walking out of my bubble, raise your hand and let me know”, I explained. Ten minutes later, a student raised her hand: “You’re outside of the bubble, professor.” From that point, we established the norm to remind one another, constantly, to follow safety precautions.
With safety at the forefront, it’s important to rethink human interaction and creative ways for students to stay engaged with the course topics while meeting learning objectives.
Modify your teaching strategies to take advantage of technology.
Students presented a preview of their project on the last day of class, which would typically involve a presentation by the entire team at the front of the classroom. One team member would insert a USB drive in the podium computer and then remove it when they were finished. In order to minimize contact and movement I set up a section in Canvas where teams uploaded the presentations. I downloaded each presentation, thereby avoiding the need for any student to touch the podium computer. We established a rule that only one person per team could use the slide clicker, which they picked up and returned to a table. After each use, I wiped down the device and anyone that touched it washed their hands. Student teams stood at the front of the classroom (in the “professor’s bubble”), physically distanced, and delivered their presentations.
We used technology to bring the outside guest speakers closer to the class when students joined the Zoom session from their computers while they were seated in the classroom, and the guest speaker was projecting on a large screen at the front of the room. There are other techniques that you may want to try in your environment. For example, when students dispersed to team rooms, I opened a Zoom session for the entire class. One student joined from each team in order to connect the entire class from their physical team rooms. We also experimented with using WhatsApp to send instructions and questions to each team while they were in their team rooms. Using virtual technology in a physical setting is still a work-in-progress but it can be useful when some of the students are dispersed, effectively tethering all of us together.
I can say that I felt differently from the first day of class to the last day. The kickoff was a bit quirky – meeting one another for the first time, adjusting masks, seating arrangements, safety protocols and teaching a course I had not taught before. What surprised me the most about this in-class experience? It will take more than a four-day course to change habits that we have developed over years of teaching and learning. I was surprised by how our “pioneer community” of learners had developed a sense of camaraderie during our time together, perhaps because of our shared experience and the newness of it all. With practice and persistence, hopefully the precautions that we have taken will result in a safe learning environment for all of us. I also discovered a silver lining: due to the lighter-than-usual traffic, my 75-minute commute has been cut in half.
Are you a teacher who has taught in a COVID-era classroom?
How did your prepare for it? What was the student experience?
About the author:
Pamela Campagna MBA, CMC is the President of BLUE SAGE Consulting, Inc. a certified women-owned management consulting firm. Pamela is a board member and chair of the Marketing and Membership Committee of CMC-Global Institute, a virtual global community for professional management consultants. She is also a Professor of Practice at Hult International Business School in Cambridge, MA where she has been teaching leadership, strategy and management courses since 2014.
