Stand For Something, Don't Fall For Anything.

Hi! My name is Parissa. This is "Modern Badass: A Field Guide", where Modern Badasses can feel seen, understood and valued. And, it's also a place for others to crack the code on the Modern Badasses in their lives (and maybe learn some badassery themselves). Want this in your inbox 2x/month? Hit the “subscribe” button above!

There's a quote by Alexander Hamilton (with attributions to other historical figures) that goes like this,

Those who stand for nothing, fall for anything.

One of the hardest things for a leader is standing for something. It requires a degree of clarity (and girding of loins) that may test you amid alienation, criticism, ridicule, etc. Your ability to stay true to what you stand for speaks to your clarity.

When leaders don't want to make a stand or they are milquetoast, they let other people define them. It seems safer in the near term. That is the most dangerous thing to do because they cede agency to others.

In other cases, leaders believe they've made a stand or don't invest enough time in making a stand in ways that are understood by others. It might be one of the laziest things leaders do and dangerous because they cede agency to others.

Modern Badasses understand that ceding agency to others means jumping into a black hole of misinterpretation and a leadership void. They keenly understand that there's nothing worse than letting someone else define you.

Successful Modern Badasses know that clarity, like sunshine, is the best disinfectant. This clarity is in two parts: for themselves and the people around them. These leaders willingly do the extra work to establish clarity for themselves AND others.

How do successful Modern Badasses double down on clarity? They get curious about what motivates them and what motivates others.

What are you for?

When working with my Modern Badass clients, we drill down on declaring what and who they are for AND why they are for them. I invite you to do the same. Ask yourself:

?? What drives you?

?? What about it creates the drive in you?

?? What would happen if you weren't steadfast in being for the what or who? What happens when you aren't steadfast?

?? What is possible if you were steadfast in being for the what or who? What happens when you are steadfast?

?? When was the last time you said what or who you were for out loud and succinctly in ways that allowed you to be understood?

These questions aren't exhaustive and yet they can help you get clarity. And, I get it. It can be scary to declare something out loud because it feels like saying what or who you are FOR means that you are ANTI something else.

Being for someone or something doesn't mean it's at the expense of someone or something else. This is not a zero-sum game.

Let's step away from abstraction. I am FOR working with driven, edgy (and sometimes divisive) C Suite and Senior Leaders. These may be people who you might call a brilliant jerk (or worse). I am FOR them because that's where my passion and maximized impact intersect.

That means that I am not FOR people who are midcareer, for example. I introduce them to people who are FOR them because that is where their passions and maximized impact intersect.

Why connect with clarity?

In Chapter 3 of my book , I write that if you've never clearly shared what's in your mind's eye, your clients, peers and no one on your team will ever accept it even if objectively it's in their best interest.

People are not mind readers. You're on the hook to declare your vision and purpose clearly. And no, it doesn't matter if you're right about your vision. The onus is on you to make them believe and say "hell, yes!" to the adventure you describe.

You must appeal to and connect with what is most important to them. This means getting curious about what they are for and why they are for that, similar to the questions I outlined above.

Successful Modern Badasses know that their role as leaders isn't solely to be renegades. Their roles include having a clear idea of success and then recruiting their clients, peers and teams to buy into that vision.

Slow and steady wins the race.

One of my favorite bits of coaching is to remind (and be reminded) to slow down to speed up. My biggest mistakes have come from a lack of clarity. I've assumed one too many times that people were mind-readers. I usually believed that they understood my half-sentences and half-descriptions.

Take the time. Take the time to be clear about what is important to you, take the time to share that with others and, finally, take the time to get clear on what's important to them.

Are you a Badass?

Ask yourself that question and take the quiz ! Get instant insights that you can apply (or experiment) immediately. Discover the Modern Badass traits you possess and crack the code to highlight your Badass brilliance to others!

Also, hit the subscribe button above and:

• Book time to speak 1:1 with me.
• Read my book ! It's available on Amazon and Audible .
• Subscribe to the Sixense Strategy YouTube Channel where I share past sessions of Badass Bytes , my livestream, and the LinkedIn Video Series .
• Forward this newsletter to others.

Standing For Something,

Parissa

P.S. I'd love to work with you regardless if you are a Badass or lead one. Book time to talk about any of these options that may intrigue you.

1. What Sparks You??How can you tap into your flavor of badassery? You might be ready to channel your edge and power but you're unsure how to start. Let's have a conversation to identify your blocks and get you back on the badassery road.
2. What's Your?Bold Vision ??I'll design a Sixense Vision a half-day workshop?just for you. We'll talk about your past, and your present to design a strategy to craft your future. It also includes a Hogan Assessment and debrief.
3. Make A Bold Move .?Retain me as your advisor and coach. My Modern Badass clients love working with me 1:1 because I am an objective thinking partner and strategist who champions (and challenges) them as they create their futures. I don't hold anything back and I speak truth to power with power.