3 WAYS TO BREAK FREE FROM "SURVIVAL MODE"

Video Summary:

In this video, Jared gives you three ways to break free from reactive decision-making and embrace a more visionary approach to uncertainty and change.

Decision-Making in Survival Mode

Many leaders today operate in survival mode, characterized by:

• Information Overwhelm leading to "maintaining" (defaulting to business-as-usual).

• Fear-based decisions focused on protecting existing assets rather than creating future value.

• Reactive, limited thinking that prioritizes preservation over innovation.

MINECRAFT

Just like the popular video game, leaders can choose between two modes:

• Survival Mode: Reactive, scared, and limited—constantly defending against threats

• Creative Mode: Proactive, confident, and limitless—building anything imaginable with unlimited resources

Shift to "Grow and Transform"

Leaders who thrive view change as an opportunity and approach uncertainty through:

1. Replacing Overwhelm with Awareness

• Develop deeper awareness of the "unseen forces" driving change.

• Recognize limiting narratives as stories that can be rewritten.

• Focus beyond surface-level market conditions to underlying drivers.

2. Replacing Fear with Curiosity

• Ask critical questions: "Am I protecting something that won't survive long-term?"

• Challenge existing biases and mental constraints.

• Imagine possibilities rather than just defending the current position

Leaders operating from awareness and curiosity:

• Spot revenue streams before competitors

• Exit declining markets before profits disappear

• Attract higher-quality partners without desperation

• Make fewer costly mistakes by thinking strategically ahead

TAKE Action  

1. Take inventory: Honestly assess whether your recent decisions follow "Protect and Maintain" or "Grow and Transform"

2. Challenge assumptions: Identify one limiting belief about your industry's future

3. Seek alternative perspectives that challenge your current story

4. Schedule strategic time: Regular weekly or monthly sessions to step back from operations and consider broader possibilities

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