Your team is behind you. They’re just not sure where you’re going.
That’s not the same thing as resistance. But you’re treating it like it is.
Here’s what I see constantly with high-performing founders. Someone on the team hesitates, asks a question, looks uncertain. And instead of enrolling them, you spiral. Is this idea even good? Do they think I don’t know what I’m doing? Am I losing them?
That’s not leadership. That’s your worthiness running the show.
The second you stop making their confusion about you, everything shifts. You move from defense to enrollment. From “why don’t they get it” to “how do I bring them in.” From protecting your ego to actually leading.
Your staff chose to be there. They believe in what you’re building. They just have no idea how you got from point A to point G in your head. That’s not their failure. That’s the gap you’re supposed to close.
Enrollment sounds like this: “Here’s where we’re going. Here’s why it matters. Here’s how you’re part of making it happen.”
When’s the last time you led with that instead of defending your idea?
Transcription:
Once you shift out of that and stop. Worrying about yourself, your own ego, your own lack of self-confidence, your own worthiness. Once you step out of that, then you can step into sales and enrollment with your team, with other people, with the market, we can shift into that. How do I enroll them in this process?
How do I invite them to be successful with me? How do I get. Have them behind me a hundred percent. ’cause your staff is typically behind you a hundred percent. They’re just not sure on the next steps. They’re not, they have no idea how you got where you’re taking them. They definitely don’t see that. ’cause that’s why you are the leader.
That’s why you are the founder. That’s why you are one of those types of people that goes first. And in doing that, there is a need to step up in your leadership in a different way and take that onus. Of being first, of needing to enroll people. Not being surprised when people resist.