Natalyn Lewis

And then over time, they get stronger naturally because as you have experiences with the unknown and uncertain that turn out well,

your brain starts to says, hey, well, we don't mind the unknown and the uncertain.

This is not a bad place for us.

There could be safety in the unknown.

And now you become very, very resilient to that.

But if we don't know how to then go train that next person to take that first step into the unknown, take that first step in the uncomfortable, get comfortable being uncomfortable.

And then start to create success patterns with that so that their brain finds safety in the uncomfortable as well.

If we're missing that step, then that's where we can't necessarily bring our entire organization with us.

And a lot of times that leads to a lot of leadership frustration where half the leaders I work with, they're just like, I don't know what to do with these guys.

Like, I don't know why I have a team of wusses.

I had one of my clients the other day said, I have a team of wusses and I don't know what to do with them.

And that's fair because he was naturally athletic.

He was naturally gifted with emotional intelligence, naturally unafraid of the uncomfortable.

Always had been.

How much of this is hiring?

There's opportunity to hire differently for sure.

And I have met very few people that when given the understanding and tools cannot shift and become.

So I think part, yeah, part of it's definitely hiring for sure.

And hiring people with high levels of emotional intelligence is becoming one of the most dominant things.

I mean, Harvard Business School just did an entire article on how important that they said emotional intelligence hiring right now is more important than any formal training, education, or background in the area.