Why Your Team Won’t Step Up Until You Stop Saving the Day | Tanya Anne Chavez - video Dailymotion

Workforce Alchemy

Why do capable employees hold back, stay silent, and wait for the leader to solve the problem?  In this episode of The Mason Duchatschek Show, Mason talks with Tanya Anne Chavez, former Air Force Jump Master, executive coach, and creator of The Jump Experience, about a leadership pattern that can quietly undermine initiative, ownership, and team performance.  Tanya calls it the superhero leader trap.  When a business owner, CEO, or manager constantly jumps in, fixes problems, makes decisions, and saves the day, the behavior may feel productive. But over time, it can teach employees to wait, defer, and play it safe.  The leader becomes exhausted. The team becomes dependent. Valuable ideas stay unspoken.  Tanya explains why psychological safety, leadership behavior, fear, stress, and nervous system regulation can have a major impact on whether employees speak up, take risks, accept responsibility, and contribute at a higher level.  Drawing from her experience teaching people to jump out of airplanes, Tanya shares why courage is not simply about "pushing through fear." Leaders need to create the right conditions, training, repetition, support, and recovery so people can perform when the pressure is on.  Mason also shares lessons from his own military experience at Airborne School, including why repetition builds competence, competence builds confidence, and preparation helps people execute under pressure.  In this conversation, you’ll discover:  • Why employees with great ideas sometimes stay silent • How leaders can accidentally train employees not to take initiative • Why constantly "saving the day" can weaken ownership • What psychological safety looks like in a high-performance workplace • Why team-building activities may fail to address the real problem • How stress changes the way leaders and employees respond • Tanya’s "free fall," "parachute," and "reserve parachute" leadership framework • Why calm, grounded leadership can improve team performance • How better training can turn good employees into great performers • Why recovery and mental space should be part of leadership development • How leaders can create an environment where people are more willing to speak up, take risks, and lead  If you are a business owner, CEO, executive, HR leader, sales manager, or team leader who wants employees to take more ownership, contribute more ideas, and perform with greater confidence, this episode will challenge you to look at leadership from a different perspective.  Connect With Workforce Alchemy  Website: https://workforcealchemy.com/ Facebook: https://www.facebook.com/ReverseRiskConsulting Instagram: https://www.instagram.com/workforcealchemy/ X / Twitter: https://x.com/WorkAlchemist Rumble: https://rumble.com/user/WorkforceAlchemy Dailymotion: https://www.dailymotion.com/WorkforceAlchemy YouTube: https://www.youtube.com/@WorkforceAlchemist  Connect with Mason Duchatschek  Website: https://masonduchatschek.com/

Transcript

00:05welcome to the mason duke tech show and before we jump in this episode is brought to you by

00:11workforcealchemy.com place where business owners and executives go to uncover and address profit

00:17leaks hidden in their everyday operations most leaders i talk to have tried everything to get

00:22more out of their teams and sometimes things still don't click my guest today figured out why

00:29and she learned it jumping out of airplanes tanya chavez is a former air force jump master

00:36the executive coach and creator of the jump experience tanya welcome thank you for having

00:43me mason so i know you work with a lot of business owners and ceos what's the most common frustration

00:48that you hear from them about their teams you kind of led us right to it there is this mentality

00:55that

00:55a lot of people that i work with come into and it may sound familiar where they come in do

01:01everything

01:02save the day and then they're exhausted and wonder why their team is not stepping up and taking control

01:08more and so it's the superhero leader as i like to call it the ones that walk in they try

01:14to save the

01:14day and that's how they're rewarded but so often they end up stressed out burnt out and they're trying

01:21to figure out how do i get the team to carry the load without and let go of control so

01:25that tends

01:25to be the biggest archetype that i work with so what do you think it really costs a business when

01:30their people are holding back yeah so i don't know if you've ever felt this i sure have where you're

01:37sitting in this meeting and you get like you have an idea you have something you want to contribute

01:43you have information that could change the trajectory of the meeting but instead you get

01:49like this pit in your stomach and you start to swallow it down and you're like you know what

01:53forget it i'm not going to say anything you just stay silent and then you just your ideas go unheard

01:58right so there's if you think about all the people that are sitting around the conference table that are

02:02not sharing those ideas because they're scared to bring things up they don't know what's going to

02:06happen when they do that's a lot of potential a lot of ideas that's just kind of left on the

02:10table

02:11and so the researchers that i love to bring up i don't know if you've heard of karen uh what's

02:15her

02:15name karen hurt and david die so they interviewed or they asked thousands of adults or thousands of

02:21employees one question they're like how do you have an idea that you haven't shared with your boss

02:28and about half of them said yes so you have half of these like fully capable employed adults walking

02:34around with that same sort of pit in their stomach and for some reason they're not able to articulate

02:40their ideas they're not able to speak up in these meetings because they don't feel like they can

02:44right they have this superhero leader coming in and saving the day so you think about the number of

02:49people and the number of ideas that are going unsaid you're just missing out on bringing people into

02:54the fold building trust building camaraderie so that you're actually building something together

02:59well it's your opportunity cost i mean it it's it's expensive and the other thing is even if

03:06companies are open to suggestions a lot of them don't think anything of going and

03:10spending a fortune on consultants when the answers are right under their noses if they would just

03:16ask questions and give it an environment where people have safe talking yes oh my gosh that's so

03:22true like think about all the consultants that you bring in when the and i think about like ideo i

03:27don't

03:27know if you're familiar with that company but they bring in purposely lots of different fields to solve a

03:32problem so like if they're trying to tackle a problem for a tech company they're bringing in a

03:36teacher they're bringing somebody from defense they're bringing somebody from maybe they are

03:40bringing someone in from tech with that deep expertise but to purposely bring out all these

03:44different perspectives and people bring their full selves in so they can get like a a real solution out of

03:49this so i don't know about you but to me it seems like leaders they've tried everything

03:55you know better culture better communication retreats axe throwing escape rooms everything

04:02in your opinion how come it doesn't always stick yeah yeah so if you think about these events right

04:09so often they're kind of taking this like surface level problem or they're trying to fix it at a

04:14surface level they're like if we do this fun thing we will and there's nothing wrong with that

04:18we will build trust we'll bring build camaraderie that is still true but if you don't get to the

04:23root and you don't fix the psychological safety then that's the big missing piece we try to like put

04:29all these band-aids on it but if there's not that safety to be able to bring up these ideas

04:34to be

04:34able to put like trust in each other then you're not it's just motivational instead of like

04:39transformational so you can't like yeah so these events are not like getting people out of their

04:44natural response right if their nervous system is saying i can't bring up this idea it's not going

04:49to get better by taking an axe throwing right so it's it's it's not that the content is wrong it's

04:54just we're not fixing the root cause what's usually the gap between what a team leader imagined and what

05:00they when they started and what they find out that they actually have yeah so this is a question i

05:05ask

05:05all the time and i'm curious if this brings up anything like throughout your time you're sitting

05:09in like before you're a leader like you're this individual contributor maybe you're in college and

05:15you start to think about well what kind of leader do i want to be most people aren't sitting there

05:20thinking i just want to save the day all the time i want to like react i want to check

05:25the boxes i

05:25want to be stressed out that's not what they're thinking they're thinking i want to be the person

05:30who steps into a room i can diffuse conflict i can be the calm in the storm and i'm the

05:36one really

05:37guiding the ship i can slow things down i can get people on board and for most leaders that's what

05:43they walk in wanting they want to be the inspiration but so often they get caught in that spiral

05:49of i have to do it all i can't let go i need to have this control which is totally

05:54understandable

05:54because that's what maybe helped you as an individual contributor then you start to rise

05:59and you're like well how do i bring all these other people along but you're stuck in this spiral there's

06:03more responsibility on you more pressure on you and so now you are starting to get this i'll use the

06:09word dysregulated you're starting to get dysregulated and your team can sense that you're from you're not

06:14the you're not changing the temperature at the table you're just adding to the chaos just to kind of

06:19bring in this quick story real quick there was a vp i worked with and everyone called him the

06:23tasmanian devil because he would run in stir up the pot like just throw his ideas all over the place

06:30let his like energy take over and people would start spinning out of control and they would start to

06:36confuse movement with momentum and so if that leader comes in with that kind of energy it's just

06:41going to multiply throughout so the gap i usually see is that the leader hasn't shifted to being

06:47grounded enough being the calm setting the example so they can set the right conditions for everybody

06:53else to step up and put themselves out there create that safety and allow them to try new things while

06:59they're still being that safety net for them you know you and i both share a background in the military

07:04i was all i mean you work and yeah but i remember back in rotc when i was a cadet

07:11and when you're a cadet

07:12it's kind of uh for those who are having military it's kind of no man's land because you're not an

07:17enlisted person because you're a future officer so the enlisted people don't really want to hang

07:21out with you too much because you're a future officer the officers really don't want to hang

07:24out with you too much because you're not an officer yet and you have really no authority at all but

07:28i

07:28used that time to really interact with people and i paid attention to what the best officers did

07:33and how the enlisted people responded to i also paid attention to what the worst ones did and how the

07:38enlisted people responded to them because i got to hang out in the middle i saw cause and effect on

07:43a real-time basis and it wasn't something i read in a book it's something i experienced firsthand and

07:48it really stuck with me so what's so what's your take on what's going on with people you're playing

07:55it safe yeah so so often we first of all we think of playing it safe as like i think

08:01the common thing

08:01to say is like well i'm not raising my hand or i'm not taking these risks but sometimes that word

08:06gets a little bit confused like we we trick ourselves into playing it safe and we have these

08:12very reasonable reasons as to why right so you mentioned the military when i think about playing

08:18it safe you'd be like well i'm not going to join the parachute team which is a huge piece of

08:22my

08:22origin story but the other people who play it safe like if i go back to that superhero leader

08:27i remember the first group i ever took through the wind tunnel this guy was like i just come in

08:31and

08:31save the day it's like i cannot let go and my team doesn't step up that was his way of

08:36playing it

08:37safe because it's more comfortable to do it himself to to step in fix things the way that he wants

08:44to

08:45fix it and just do it himself right and i think a lot of entrepreneurs founders have the same feeling

08:49where it's like just and even leaders in corporate they are so used to just stepping in and fixing it

08:54that's what they get rewarded for and that is safe for them what feels scary is letting go and so

09:00they they might not even first of all they might not even realize that's how they're playing it safe

09:04they don't realize that that's an actual fear but if you could start to recognize like man i

09:09notice that i am scared of letting go if i am scared of like if you can start to recognize

09:14those signals

09:15and you can start to move through it then you can start to create the the space and the conditions

09:20for

09:21people to actually step in and show up right like this leader he was like i don't know if my

09:26team's lazy

09:26i don't know if they're not motivated i don't and it's usually not them it's usually not the problem

09:31it's usually the conditions that are keeping them playing safe so you've jumped out of airplanes and

09:37somehow you found that less scary than certain things at work how does that happen yeah so if i go

09:43back to the air force academy i was so excited that i got in i was like man i'm going

09:47to like it's going

09:48to be life-changing but i was an extremely shy kid so going there like it didn't change that

09:54right so i show up and they have this these all these opportunities to jump in and to lead and

10:00to practice so that way when you get out into the real world you're ready to go right and for

10:06those

10:06who don't know anything about military academies their whole mission is to build leaders with

10:11character like there's that's it right we're not specialists it's it's all about training leaders

10:16and i remember being asked to try for squadron commander to take on some leadership role and every

10:23single time i would say no and i would tell myself the story i would tell myself was i will

10:30lead when

10:31it matters i mean i'm just a cadet right now right like you said it's this weird no man's land

10:35right

10:35so like i'm in college let's have some fun with it so the job i found was the mwr officer

10:42right morale

10:42welfare and recreation so basically what i'm doing is planning the parties i'm planning the telegates i'm

10:47not actually running a squadron i'm not giving briefings it is so safe behind that group for me

10:53and so i told myself i was like well this is just fun right like that that's why i'm doing

10:58this

10:59but in reality and it's same thing with the parachute team so just to kind of tie that together

11:04so it started out with the burgers then i try out for this parachute team and the best part about

11:08it

11:09is everybody thinks that i'm being brave like you're jumping out of airplanes you're doing the

11:14scary thing so you must be brave and it's considered like an elite team so like no one questions me

11:20anymore why i'm turning down these roles but if i was being really honest with myself it wasn't me

11:25being like lazy or unambition unambitious i was just scared right like i was scared of the critiques i

11:33would get i was scared of having all the eyes on me being in a leadership position right nobody gets

11:37like you get way more criticism than you get praise when you're in these types of roles right so it

11:42was

11:42terrifying and it was like the kind of scare that you like can't talk yourself out of it's like in

11:47your bones like i am terrified and i just can't i can't move so to me jumping out of an

11:53airplane

11:53felt so much safer than being in a leadership position yes yes i i've only got five times then

12:01i was i went to airborne school and 88 something like that maybe 89 89 anyway i the first jump

12:10was

12:10total adrenaline rush for me second one maybe i was a little nervous because like oh okay this is real

12:14you know now i don't know the first one is like i was so amped up and ready for it

12:20and there there

12:21was one of the gals that was in my squad in basic that summer that was afraid of heights and

12:28she did

12:29it so that she could help overcome her fear heights so no matter how i felt i was like it

12:34could be worse

12:35i could be her like like i saw someone who was way worse than me i'm like okay i i'm

12:39all right this

12:39isn't so bad but uh i i remember her eyes were the size of cue balls she was so nervous

12:44going out

12:45and i felt empathy for her and super super great cadet like great cadet but and i appreciated that

12:52she was doing that to overcome her fear and she did do it but but i to see the big

12:57whites in her eyes

12:58and giant size cue balls like she is here but she did it anyway and much respect to her i've

13:05never

13:05forgotten to look across the plane and see it seeing how she looked and i felt a lot better after

13:10seeing that but oh my gosh i hear you because i even 20 plus years later i can still see

13:15certain

13:16faces yeah it's in it's ingrained in you well and this you will appreciate this i don't know if those

13:23listening would but the uh when we went through i remember very clearly the instructors told us like

13:30if you stall in the door they said we're gonna give you the four or five nine injection everyone's

13:35like what's the four or five nine injection they're like it's like four doctors five hours to get my

13:40size nine boot out of your rear end and we all thought that was funny but i saw a guy

13:45in front of

13:45me stall in the door and the jump master grabbed the the wire and uh wound up his foot and

13:52literally as

13:53that foot was extending ready to get that guy's hit that guy's bottom that guy jumped at the last

13:59second and it there wasn't connection i honestly think the sergeant was a little disappointed that

14:03he didn't get the connection yes they probably were looking forward to it but i remember watching that

14:09hearing about it and watching it just this conversation is bringing back some memories

14:13from me that i haven't thought about in a very long time but i remember them clearly

14:17yes yes what does what does fear look like in a high performing workplace even if it doesn't look

14:22like it to a casual observer in your opinion yeah okay so if i take it to a very literal

14:27metaphor

14:28to start with kind of like what you said about you know you have these visceral memories right

14:32yeah at the air force academy what makes it super unique is it's the only place in the world where

14:38your first skydive is 100 solo so you're you're jumping out you're free falling for 10 seconds and

14:45then you're pulling your own parachute and nobody is there to help you with this and we do that after

14:49only three days of ground training so the amount of trust and repetition and muscle memory we have to

14:54build into these folks really quickly is like especially looking back is astonishing to me and

15:00so i remember going up into the into the airplane particularly with my first jump i everyone was

15:08just dead silent right like they're scared even if they're excited there's still this like trepidation

15:14there and i remember thinking i want to be the first person to jump out of this airplane because i

15:20don't

15:20want to watch anyone else go i don't want to i don't want to get the fear like in my

15:24head so of

15:25course i'm like in the middle and i remember like sitting on the bench and watching my classmates just

15:30like fall away from the airplane and all i can think is there is literally no way my body will

15:39let go

15:39of this airplane like i don't care how much i want it your body doesn't want to like let go

15:44at

15:444,500 feet it's just not a natural response and so it's very real fight or flight right and i

15:51think

15:51one thing that makes this unique is when you think about jumping out of an airplane most people think

15:56of just like diving out right like it's almost like you're bypassing the fear and you could just

16:00go straight to the adrenaline rush in our case you have a whole sequence you have to go through

16:06so you the jet master tells you to stand in the door and then you go through your sequence you're

16:10like right hand right foot left hand left foot check it and so we might not be shoving a size

16:16nine boot in people but if they are not hanging out the door all the way we quite literally take

16:21their hips and shove them out of the aircraft so they're not letting go yet they're hanging out by

16:26just like a thread like barely holding on to the door their feet are in and their whole body is

16:30at

16:31the woodstream and then we tell them to go and then they say prop up down and then let go

16:36so they're

16:37sitting in this discomfort and part of the reason why we do this is most of these guys are going

16:42to

16:42go off to be pilots like i think maybe 0.001 percent will jump into combat but we don't have

16:48them earn their jump wings in order to jump into combat we have them earn their jump wings so they

16:53know how to respond when they want to freeze when they want to run they know how their body responds

16:58and

16:58they know how to move through it so all that to say is when you think about these high performing

17:04workplaces every person has a door every single person has that edge that makes them feel like

17:11they're about to go into free fall and most people are staying on the plane they're not raising their

17:15hand they're not giving the pitch they're not leading a project that they could right they're just

17:20in there and they're kind of trapped on this airplane but if we can create the right conditions if we

17:25can

17:25start to recognize what their door is what their growth edge is you could start to help them actually

17:32take that jump and the key here is i've learned this especially over like my corporate career and

17:38especially becoming a mom is you have to separate the story from the signal so the skydiving thing is

17:46like a very clear analogy you recognize like that is scary i'm probably gonna my heart's probably gonna

17:51be pounding i'm probably gonna be sweating right there's like things that you know are gonna happen

17:55right but what gets sneaky in a high-performance workplace is you will still get those signals but you're

18:01gonna ignore them so like let's say like you hear that every time you hear ms teams ringtone you get

18:06that pounding heart you're like oh gosh not another call right you're not creating it feels like free

18:11fall for you because you're constantly in these back-to-back meetings or your email is like piled up

18:17and you start to get that like tight chest and you're starting to feel stressed you tell yourself

18:21who cares it's just emails i gotta push through or you tell yourself it's just another meeting i just

18:25gotta push through and most of us are not recognizing those things as like as free falls

18:31as like this is something that i i need to create some space with so that i can actually take

18:36like i

18:36have the space to actually take the jump so like whether it's a real cliff or not whether the story

18:41is something big like pitching to investors or something that feels small like you have too many

18:47emails all of those things put us into fight or flight and most of us are operating out of that

18:51place

18:52all the time and we don't even realize it so you've got to separate the story from the signals

18:57and i think most of us in a modern workplace are ignoring the signals you know it and my experience

19:03was very different than yours because i went through three weeks of airborne school and it was and i had

19:09a

19:09boss that i worked for early in my career who always told me do the thing you fear and the

19:13death of fear

19:14is perfect yeah and that repetition was the mother of skill and with competence comes confidence and

19:20really the way everyone's school was set up we did a week of learning how to fall without breaking our

19:24neck in the sand sand pits and then week two was tower week where they started putting us up on

19:31trainers and and after you dropped us with like 250 foot power or something like that and week three

19:35was jump by the time i actually went it felt like i'd been doing it a long time because everything

19:41we had drilled drilled drilled and everything was familiar it's like step by step by step by step and then

19:46by the time we got to jump week it was just put it all together and i didn't really have

19:50to

19:50because we just executed what exactly what we've been practicing now what lost for me when i got on

19:56the plane that i'm not landing yes yes that was a that was an aha moment from like yeah we're

20:05not

20:05landing we're going up and i'm not coming down in this plane and that was a moment of reality for

20:11me

20:11which again but i had confidence because i had competence i knew what i was doing so for a lot

20:18of

20:18companies that put people in those situations i think what you're saying is very valuable but for

20:23those listening it doesn't hurt to to invest extra in training and developing these people and giving

20:31them the competence so that they can be confident so they don't freeze in the door yes yes no i

20:36totally

20:37agree yes so it's like you're creating these conditions so that people can actually jump they can

20:41actually do the big a yes so whether and for the individual you mentioned the word elite because

20:47you're doing it in three days that takes a special breed of cat who can do this in three days

20:52where

20:53the rest of us had three weeks i get that so but there's a lesson there too is what if

20:58you aren't

20:59you've got who you've got and maybe they aren't all elite people they're all good contributors that

21:03could be great contributors and elite is within reason but it's not there yet well good can become great

21:09great can become elite with enough effort and training and support yeah so you're running a

21:17department or running a company the you get to decide where you are do you have a few elite people

21:22that you can push very quickly and get things up to speed and in your case a small group of

21:26people

21:27that can get trained and execute this in three days versus a large group of people if they follow

21:31process and assistant can all get through it in three weeks but the point is in either case

21:37you can get people out the door you're right and i think you highlighted something really important

21:42is like the systems that you have in place have to match where that person is at yes right so

21:47like

21:47yes and so often i see particularly out of the military it's like the mentality is just throw them

21:54in the fire you're trial by fire sink or swim and i get it sometimes there's a time or place

21:59for that

21:59but if you don't teach people how to deal with pressure how to handle fear how to if you don't

22:04give them the opportunity to build that capacity you are missing out on so much you're going to be

22:10chasing a players when you could be building a players you it's just there's so many times where

22:15where you're gonna have people falling in the door getting the four or five night connections

22:19yes managers are mean no no they've got a job and they're saving the rest of the plane

22:25by getting that person out the door so yeah i yeah this is really uh a conversation that's

22:32bringing back a lot of memory for me okay so you know we talked about the door and how there's

22:38this

22:38like pushing past the fear being able to do the hard thing and proving that to yourself time and time

22:43again but so often what happens is we stay in that free fall forever like we are either constantly

22:49chasing it or we're letting like the little things keep us in free fall like i mentioned earlier

22:54the hundred red unread emails the constant chirping of your phone the back-to-back meetings we are

23:00either constantly in free fall by those types of little things or by chasing these big big things

23:05but what you really need to do just like a skydiver right they are not in free fall forever it's

23:09not

23:09possible you have to pull your parachute so if i kind of like take a step back and put this

23:15in like

23:16more biological terms i think of the free fall as like that's your sympathetic nervous system online

23:22your fight or flight that's you operating at this stress state which is important that's where you grow

23:27that's where you learn so i don't want to take that away i'm not suggesting that you don't jump right

23:31but you have to parachute into the parasympathetic so now you're slowing things down and this is where

23:37you can actually rest process digest the free fall otherwise you're just spinning and you're the

23:42tasmanian devil leader that i mentioned before so in this case it's do you have the right tools in

23:47place to slow yourself down so you can raise your baseline so you can handle stress better when it hits

23:53and then your reserve parachute when you find yourself in free fall unexpectedly how do you

23:58pull yourself out of it and i bring these up because i think a lot of people know this logically

24:02they just don't have a practice around it so the example i love to use is like i had a

24:09client that i

24:09was working with and she was so stressed out she wasn't the leader she wanted to be she literally said

24:14that to me like what we talked about earlier she's like i used to have these like coffees with my

24:18team

24:18and we had all these like inspirational things that would come out of those and she's like but the

24:22demands are just too much i can't get any breathing room how much and you could just hear it in

24:26her

24:26her like shoulders are up here she's breathing fast she's clearly in free fall and so when we

24:31talked about finding space most people think i can never find space because i need a 19 step morning

24:36routine i need to be able to go on a 40 minute walk and those things are great i'm not

24:39saying that

24:40you shouldn't have them but maybe you don't start there maybe it's for her in her case she realized

24:45that meetings even if they said they were going to end early would always go to the top of the

24:49hour or the half hour but they never never started early so she started scheduling all her meetings

24:56for five minutes after the hour or five minutes after the 30 30 minute so she found like a very

25:00practical way to just wedge space into her schedule so she had a minute to come down and then she

25:06could

25:06like approach everything from a much more grounded space and um start so that was her pair that's her

25:12practice to help raise her baseline she's also the same person who if i think about the reserve

25:18parachute like what do you need what are the tools you need in the moment she would say that if

25:24she

25:24found herself in a free fall she would start taking deep breaths but that would tip her into

25:29hyperventilation so she was like i can't do that like it just makes things worse so we tried different

25:34tools for her we were we tried like touch where you're really like rubbing the your fingertips so

25:39lightly that you can feel like your fingerprints can you use something like that to calm yourself down

25:44and get you out of your body so all that to say there are so many different tools that you

25:48could

25:48be packing into your parachute but they have to work for you and most of us don't take the time

25:53to

25:53collect the data to recognize when we're in free fall and then collect the data to see what helps us

25:59pull

25:59our parachute and so that is really the work with leaders that i find so helpful is like let's get

26:05intentional about what puts you in free fall how do you move out of it and what helps you recover

26:10what do you do with someone who clearly has more in them so usually i the first thing is like

26:15really

26:16you got to get curious because you know that there is everybody nobody goes to work saying like i don't

26:21want to do a good job i want to be mediocre at my job if they are saying that it's

26:25likely fear it's

26:27likely they're scared to be seen they're scared to step forward so your job is really how do i create

26:33these conditions right but before you can even create the conditions the environment we could talk about

26:38that all day long what do you have on your walls what does your office look like what does what

26:43procedures do you do have in place right you talked about muscle memory what training do you have all

26:48that stuff matters but it only matters if the foundation is in place first and that's you because

26:55at the end of the day you're the one executing these procedures you're the one having them go through

26:59this stuff so if you are coming in dysregulated tasmanian devil they're going to reach you and the room as

27:05not safe even if they can't articulate that they're going to read it as it is not safe to speak

27:10up

27:10there's too much stress here so your job is to come in grounded and you have to view we talked

27:14about

27:15recovery on this last one and not burning out if you don't make that part of it i mean in

27:19my opinion

27:20it should be part of the job description like a regulated nervous system is part of the job description

27:24because you are being paid the big bucks or you are starting this business because of your clear vision

27:30and your ability to move through uncertainty and that only comes when you are grounded and clear

27:35so that is the first step is like can you build a practice for yourself so you are showing up

27:40and

27:40setting the temperature for everyone else what does it take to build a culture we're honest okay

27:46i ran a leadership team through a workshop around this like not too long ago we were talking about

27:52the difference between responding and reacting which i think a lot of people have heard right they

27:58are familiar with the victor frankel quote between stimulus and response there's a space and in that

28:03space lies your power so we talked so much about noticing the stimulus not just for yourself but for

28:11your team like when do you see them in fight or flight so that way before you or they react

28:16you create

28:17space so what does that look like for them or for for your team in this case the ceo she

28:24was like oh my

28:24gosh i just realized that we are operating in this really like high intense environment and we think

28:30we have to match that intensity so it's like almost like we think that stress and like amped upness is

28:35going to make is appropriate for the mission so there's a lot of like pressure on them but she was

28:40like none of us think clearly when we do that so they started to create language and tools to create

28:46more space once they notice that the stimulus is there once they notice their and sympathetic nervous

28:51system having like a procedure just like you would have a procedure to run a machine on the plant for

28:57having a procedure in place as to how do we create space and once you do that people once they're

29:02grounded and calm and they're not in fight or flight then they're willing to step forward courage just

29:07comes out naturally when you have these conditions already in place because genuinely believe courage is

29:13innate and we like take it away from like it gets like beaten out of us as we grow up

29:18because we

29:18become scared to fail we become scared about what we're going to look like we don't want to get

29:22criticized all those things take our courage away but if we can put that stuff back in place then

29:28things will just start to come out naturally if people want it first of all thank you for your time

29:32today yeah about you and what you do and how you help teams develop what's the best ways for them

29:38to

29:38connect learn more yeah so i am my handle is the same everywhere it's tanya and chavez and with an

29:44e

29:44on linkedin as well as instagram but the best way to get in touch with me is just shoot me

29:49an email at

29:49tanya tanya and chavez.com and i would love to chat about what this could look like for your team

29:54uh we are very like i tend to customize everything to basically what you need uh whether it's a workshop

30:00or bringing people into the wind tunnel i love to make things extremely experiential because

30:05there's a reason the end of that skydiving is still the foundation of my leadership practice

30:11even 20 plus years later my goal is to get people out of their heads and into their bodies and

30:15really

30:16start to feel how they can start to make these changes awesome it's been a pleasure having you

30:24you

30:29You

Why Your Team Won’t Step Up Until You Stop Saving the Day | Tanya Anne Chavez

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