Motivation gets you going but discipline gets you growing. Now think about this. This is true for all three lids. Let's take your belief lid. If you have a very clear picture of what you'd like to attain. And you are elevating everyone's thinking around your belief-- so you're talking about it all the time-- to get them focused on what it is that you need to do in order to attain your goals. And yet you're always changing what those goals are. You're always questioning, can we really do it? Is it really possible? Will it really happen? I don't believe it. When struggle and anxiety comes in, and you start changing your picture. And you become inconsistent about what you want to attain, then others stop believing you're serious or committed to the attainment of that goal. So being very consistent in what your picture is is critically important to the success of attaining it. 

The same is true for leadership. If you're inconsistent in how you engage your team-- one day you're all about inspiring them and the next day you're beating them up for something that they did wrong-- you will create this level of belief that says that you could be any way at any time. And therefore people start to tap around trying to be creative on how to engage you, so that you can either be in a good mood, or avoid you if you're a bad mood. And people won't have that level of consistency that comes with intentionality in how to engage you. And therefore they'll lose confidence in their ability to engage you. 

The same is true for the leadership lid. Think about it this way. Your team needs a level of consistency on how you're going to be engaging them on a regular basis. If one day you're emotional and you're yelling at them, or you're acting like you're upset with them, and the next day you act like they're your best friend, how will they gain the confidence to engage you if they never understand which kind of mood you're going to be in and you're going to engage them?

Most experts believe that the typical use of most people is 10% of their true potential, and the most common reason people don't overcome the odds is that they don't challenge themselves. They don't stretch themselves enough. And if most people today are only using 10% of their true potential, because they're not stretching enough, it's your job to be that example. 

Stretch their belief about what can be done. Stretch their ability to attain the highest level of impact through operational effectiveness. Stretch yourself and your ability to inspire and motivate yourself to learn to do things that you never thought you could do before, learning new things and generating new results. Then take that to teach others through example to do the exact same thing. 

And when you elevate your belief lid, and you elevate your operational effectiveness lid, and you elevate your leadership lid, you expand capacity, which adds more capacity. And that's how you create the largest most significant impact-- by growing and increasing capacity through growing and increasing people's ability to attain success within your environment. Lead them by example, so they can attain a higher level of capacity and success personally, professionally, and financially through driving that incremental value to your organization. 

See, if you can't use your natural influence skill-set to show people that you're willing to challenge yourself, that you're willing to test yourself, that you're willing to believe higher, and reach further through operational effectiveness to attain a better result tomorrow, then how can they honestly respect you when you ask them to do the same? You can't just go to somebody and say, I want you to make those number of phone calls. Or I want you to do these things. Or I want you to see these patients. Or I want you to talk this way. 

You have to show them that by doing these incremental changes, you can get a better result than you were getting before, through being a living example to them in all you do. The more of an example you are, the more people will respect you as a person. They can admire you. They can like you. They can love you. But here's the truth. Only when they respect you as a leader, they'll follow you. 

People aren't going to follow you just because you have owner behind the name on your business card. See when you intentionally focus your energy on the personal and professional financial growth of the people that work with you, and align their interests with the interests of the business, and you start to develop them, raising their belief level, raising their effectiveness level, what they do-- man, you want to watch somebody glow, show them how to be twice as effective at what they do. Show them how to earn more income by doing things smarter not harder. Show them that by respecting others, even if they're not going along to get along so you got to move them off your team, but doing it respectfully. 

Demonstrating to your team that you're going to respect others and focus your energies on their development and their success, working with you as part of the contributing team. When people can see that, and they see everyone is treated that way. And you've aligned their interest, they become loyal. They become courageous. They become more successful. And success breeds more success. So if you want people to respect you, you're not going to do it by telling them what they need to do. 

In today's Attainable, Brandon Dawson reflects on sacrifice and its role in helping to free you up to do other things while empowering others to reach their full potential.

Let's talk for a second about mindsets, because I talk to hundreds of business owners every day, and they vary from being a practice owner to an entrepreneur with a billion dollar business. If you ever want to understand any human being, at any level-- and this is business, personal, doesn't matter-- when you start a dialogue with them, listen to the kind of questions they ask. Because that will give you full transparency into where their mind is. 

And what I mean by that is when I run across anybody and I say, hey, how's your business doing? And they go, I'm struggling, because my competitors doing this, or I'm not getting what I want out of that, or this person is over here doing this, or I got a question about what's happening over there. And they never want to talk about themselves, they're projecting. Those people are projecting away from themselves, because they're struggling inside. 

When you're sitting across from somebody and they're looking you in the eye and you say, how's it going? And you go, man, you know, it's going OK, but I could be doing a lot better. And I need to figure out how to get from where I'm at to where I want to go. That takes self-reflection. 

In today's episode we talk about Reach, a new show on the Attainable Podcast Network. For more information on Reach, visit http://attainable.fm/reach.

You have to have humility and gratitude if you want to be an innovator in somebody else's business or if you want to be a remarkable entrepreneur that can create large impact. You have to have humility and gratitude, because if you don't have those two things you can't find people who are going to give you everything they have, because no one wants to work for somebody who's an egomaniac. So my first kind of self reflection was because of my first business I just hired lots of people and I just put my foot on the accelerator and you were either hanging on for the ride or it was OK if you blew away. I'd find somebody else. And I never really thought about who I was doing it with, although I had great relationships with people I worked with. 

You know quite honestly I was indifferent. I was more pushing to the result. And so when the business sold I realized I didn't have a lot of personal relationships in that business with 400 or 500 employees. And so I made the decision that if I'm going to go spend 3, 4, 5, 10 years working and doing something I want to be close to the people that I'm doing it with and I want to have an environment that's not just a churn and burn, press as hard as you can and burn people out type situation. I actually want to have an environment where we all care about each other, we enjoy working together, we enjoy accomplishing together. So what I realized for me, I needed to have humility and I needed to have gratitude. I needed to be thankful for people that are showing up every day putting all their energy and effort into it and being very respectful of the contribution that they bring to the organization. 

For a lot of people when they start their business, they don't see themselves as an entrepreneur or as an innovator, and I think this is another important factor. They see themselves, in a lot of cases, as the technician or the practitioner. And that's what eMyth talks about 70% of all businesses have been started by a technician who, if they are successful at being a technician, they become an entrepreneur. And so they don't go into it with an entrepreneurial mindset. 

Let me talk about the difference between an entrepreneur mindset and a practice owner or an innovator mindset. An innovator mindset says, I'm going to build something that's unique or that's different. And I'm going to go out and create a marketplace for it, and it's going to become greatly successful. That's how an innovator we think about their business. 

A practice owner says, or a technician-owned practice says, I'm going to go out and I'm going to be good at what I do. And I'm going to be so good at it, everyone's going to want to see me, everyone's going to want to be around me, and I'm just going to have a great life with a great reputation of being excellent at what I do. 

An entrepreneur mindset steps back and says, where do I want to be in 5 years? 10 years? What do I want it to look like? What do I want my life and what do I want my engagement in that situation to be? And how do I want to go create it in order to create that impact that I want to create? It's a much different perspective. 

So I think it's important to understand, whatever first and foremost your perspective is, how you're thinking about whatever it is you're going to do. And so the person that creates a widget, a Steve Jobs, and goes out and creates the largest business in the world, that's an innovator who became a highly successful entrepreneur. 

A practice owner that goes out and creates a practice it's got 30, 40, 50 locations and hundreds of people working inside of it, they started as a practice owner and they became a business owner-entrepreneur. 

But for that same particular business, if somebody goes and starts it as a practitioner and they don't grow beyond themselves, they're not really an entrepreneur, although they started their own practice. Because an entrepreneur has a bigger perspective of a much grander scope in what they want to attain or accomplish.

If you want to create a mission, if you have a mission and if that is to build a significant audiological practice, a significant dental practice, a computer technology company, create a new invention or a new widget, if that's what your intention is, if that's what your desire is, that's what your mission is, you have to ask yourself, how do I-- what's the fastest and most successful way to get there? 

And if it is you doing it all by yourself, then you're not going to be very successful. If it's to align yourself with a group of people who are just as emotional, just as passionate, just as thrilled, just as excited about doing that, you get the whole input and the whole effort and energy of all those other people that are pursuing that same mission. 

Not all people are actually as interested in that particular mission. There is a subset of a lot of people that have their own internal personal mission. And if you can't show them how they can attain mission for themselves by attaching to your greater magnitude of mission, then they're not as aligned with where you want to go and how you want to get there. 

People get confused about what their brand is. And a lot of times they think their brand is what their logo looks like or what their colors are. What your brand really is, is the total sum of all experiences that somebody gets when they work with you or they engage you or they encounter you. 

Your brand is everything you do and everyone doing it, and you're either every day intentionally adding value and building your brand in all you do, with everyone doing it at a high level of intentionality and a full level of alignment with team members doing it. 

Or you're degrading and undermining your brand. And for somebody to say they're great and they're not intentionally focused on greatness, you cannot make that promise, and the result of that will be a broken business.