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Your Bigger Game 2016
1. TONIC URTNEYO
Your
Bigger
Game
Accelerate team performance: lean
into your poten al, and drive the
results that ma er by crea ng next-
level challenges, and connected
rela onships.
White Paper
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“Leaning into your bigger game simply means crea ng the best and
most empowered version of you right now.
People are mo vated by challenge, increased responsibility and
work that interest them. They want to make meaningful progress.
It's these intrinsic factors that answer people's deep-seated need for
growth and achievement.
Success is a strategy played through the game you play. When you
shi your focus and connect in to what is truly important to you,
your results and sa sfac on will soar.”
Toni Courtney
4. ABOUT TONI COURTNEY
INTRODUCTION
What's your bigger game?
Are you playing small without realising it?
Our results lie in what we know. Our poten al lies in what we're prepared to learn.
Playing a bigger game is easy when you know how
MID-LEVEL MANAGERS FACE THESE COMMON PROBLEMS
Do you work in a bureaucra c culture?
Do you get caught up in the day-to-day?
Are you expected to do more with less?
CASE STUDIES
Your results won't speak for themselves. You have to posi on yourself and ar culate
what you want, even if you believe you're not ambi ous
Don't let fear and uncertainty get in the way of playing bigger
WHY YOUR BIGGER GAME MATTERS
People who Suffer
Personal brand and posi oning: Nega ve
People who Survive
Personal brand and posi oning: Zero
People who Deliver
Personal brand and posi oning: Low to medium
People who Accomplish
Personal brand and posi oning: Medium to high
People who Thrive
Personal brand and posi oning: High
BIG GAME PERFORMANCE
Challenge
Connec on
Contribu on
THE FINER DISTINCTIONS OF PLAYING A BIGGER GAME
Inspira on
Influence
Impact
YOUR BIGGER GAME IS A STRATEGY TO HELP YOU LEAN INTO YOUR POTENTIAL FASTER
Praise for your bigger game
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Extraordinary Team Performance Means Everyone Is Thriving
TABLE OF CONTENTS
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Toni drives the results, profitabilityand team development of every
businesswithwhichsheworks.
Her mission is to empower leaders and teams to lean in and play a
bigger game. Toni engages leaders suppor ng them to excel,
par cularlythroughleadershiptransi ons.
Transi on has been a central theme in both Toni's personal and
professional life. She has led teams through significant
organisa onal change and has held a range of roles within
emerging and mature businesses. She is known for her drive,
resilience,andhighenergy.
Toni is engaged to ins gate growth and improve performance. Her
convic on is that people are capable of much more than they
think—herprac ceistohelpthemachieveit.
Toniempowersleadersand teamstofast-tracktheirleadershipand
performance, and prepares leaders for star ng new roles,
accelera ng within current roles, or ge ng role ready for a step-up
posi on.
With an extensive blue chip commercial background, Toni brings
over20years'experienceinbuildingandleadinghigh-performance
teams. She has served in senior leadership roles in New Zealand,
the UK, the USA and Australia working for brands including ANZ,
Westpac,AmericanExpressandDeloi e.
Toni is a cer fied Execu ve Coach, Prac oner in Neuro-Linguis c
Programming, and a Thought Dynamics Consultant. She holds a
BachelorofBusinessManagement(FirstClassHons).
ABOUT
TONI
COURTNEY
0431 971 790
Toni Courtney
Leadership and Performance Coach/Mentor, Facilitator, Speaker, Advisor
toni@tonicourtney.com
leadershipcoachmelbourne
www.tonicourtney.com
ToniJCourtney
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INTRODUCTION
The game of business has changed. The speed of technology, innova on and market disrup on has
forced companies to look at their tradi onal business models and think outside the square: about why
their business exists, what value it creates, and what compe ve advantage looks like. Businesses are
being forced to change their status quo: innovate or be disrupted. No business is future proofed.
Thinkofworklikeagame:howyouplaydeterminesyourresultsandfutureopportuni es.
The same holds true for individual performance and careers. No one can afford to remain in the status quo
and trust his or her career will pan out well. It won't. Just like businesses, individuals need to think
differently and be prepared to lean into a bigger game. Why? Because the leadership and performance
landscape has changed. It requires leaders to adapt to a new game, one that requires different thinking,
skillsandbehaviourstothriveinenvironmentsthatareincreasinglycomplex,ambiguousandvola le.
WHAT'S YOUR BIGGER
GAME?
While we 'get that' and see the need to
adapt to changing environments, it's hard to
picture our own bigger game within this
market-led bigger game. It's much easier to
spot the weaknesses within our product
suite, internal processes, culture, or our
boss and team, than it is to no ce our blind
spots and where we're playing small. We
may be more under the radar than what we
think, while we jus fy our current 'status
quo' game.
ARE YOU PLAYING SMALL
WITHOUT REALISING IT?
Research shows most of us are only working
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at 50 per cent of our poten al. We're
capable of so much more, yet we hold
ourselves back by se ling for and tolera ng
the status quo. Much of the game is out of
our control; therefore, it's easy to lose sight
of what we do control. As a result, we play it
safe and within the comfort zone of what
we know and what's predictable. By
protec ng ourselves in this way, we forgo
the opportunity to know what it's like on
the other side. We sacrifice our poten al
and fail to discover what we're made of and
what's possible.
We have to know that pushing ourselves
will be worth it—in ways we some mes
can't predict.
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h p://www.ospmag.com/issue/ar cle/042013-LaBrosse. Research by the US Equal Employment Opportunity Commission (EEOC)
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OUR RESULTS LIE IN WHAT WE KNOW. OUR
POTENTIAL LIES IN WHAT WE'RE PREPARED
TO LEARN.
We want to make a difference and be recognised for our contribu on. We
want to thrive and perform meaningful work. We want our job to be more
than just a job. Yet, many of us are frustrated and unfilled with our status
quo. We want more. We want to lean in and play bigger, but we're not
sure how.
We can all inspire change. We need to lean into it and create the
opportunity to access the inspira on and mo va on that comes from a
bigger game.
A bigger game is about being challenged and inspired to achieve next-
level results—not learning to become someone we're not or learning to
play the poli cs be er. It's about you becoming the best version of
you—the version of you that you know you can be when you lean into
your full poten al.
Your bigger game is about being recognised:
• owning and delivering the strategic projects that ma er
• solving bigger problems and having a greater impact
• having a bigger voice: one that can engage, influence and inspire
others
• building leadership confidence and influence
• becoming more visible and being posi oned for
future opportunity
• being re-energised and fulfilled.
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PLAYING A BIGGER GAME IS EASY WHEN YOU KNOW
HOW
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MID-LEVEL MANAGERS FACE THESE COMMON
PROBLEMS
To others, you're doing well—even great. Yet on the inside you're frustrated, unfilled and you want more.
You're concerned about how you're posi oned and how your lack of visibility might affect you moving
forward.
As a leader, do you relate to the above scenario? Does it affect your personal performance and the
performance of your team?
DO YOU WORK IN A BUREAUCRATIC CULTURE?
Your organisa on operates in silos, with short-term financial goals, low appe te for risk, and incremental
predictable growth and returns. Predictability and control are rewarded, where disrup on and
innova on are not. Internal processes are slow and control driven. Transac onal a tudes are fostered
where 'work is work' and 'it's just the way it is'.
Performance implica ons: Leaders achieve despite the cultural environment that surrounds them.
People remain in environments like this for a variety of reasons; they are neither happy nor fulfilled. Silo
work environments breed scep cism and lack of trust. People 'do their bit' to look good and get the job
done so they can move on to the next task.
DO YOU GET CAUGHT UP IN THE DAY-TO-DAY?
You don't have me to lead your team in the way you want. You get caught up in managing today
reac vely vs. crea ng tomorrow proac vely.
Performance implica ons: Leaders are known as great deliverers; however, their personal brand isn't
posi oned for future leadership opportunity.
ARE YOU EXPECTED TO DO MORE WITH LESS?
Not many leaders complain that they are over resourced. Leaders are stretched thinly over mul ple
projects and goals. They juggle mul ple demands for their me.
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Performance implica ons: The bigger and more strategic projects don't get the quality a en on they
deserve. With a 'to do list' a mile long, leaders dilute their produc vity and effec veness because they
are mul -tasking consistently through the day.
Leaders coping with these challenges and compe ng demands are o en caught in a rut—some mes
without knowing it. They don't know how to iden fy their own leadership gaps and stretches; they o en
ask themselves:
• Is this all there is?
• I don't know how to be the leader my team needs. I feel like a fraud.
• Do I have what it takes to get to the next level?
• Am I good enough?
• What's it all for?
• What if I fail?
When self-reflec ng through the above ques ons, people who are ready for a bigger game recognise
there is a gap between where they're at and where they'd like to be. They perceive gaps in the following
areas:
• Am I sa sfied and happy in my role right now?
• Am I challenged and inspired by the work I do?
• Am I seen, heard, and recognised in my role?
• Am I achieving the results I really want?
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CASE STUDIES
YOUR RESULTS WON'T SPEAK FOR THEMSELVES. YOU
HAVE TO POSITION YOURSELF AND ARTICULATE WHAT
YOU WANT, EVEN IF YOU BELIEVE YOU'RE NOT
AMBITIOUS
As a high performer, Penny's strategy to impress her new boss was to work
hard and meet or exceed the performance benchmarks set for her role. She
believed her results would speak for themselves and open the way for new
work and opportunity. When her peers started to receive offers of other
opportuni es and promo ons, Penny became resen ul. In an outburst, she
told her boss she was ready to resign. Her boss was flabbergasted. A erward,
Penny realised that wai ng for others to no ce her poten al and remaining
under the radar was not going to get her anywhere. She realised she needed to
build confidence and be heard: through le ng her boss know her aspira ons,
taking responsibility for development, and talking about her achievements in a
way that posi oned her for future opportunity. Penny iden fied that she
needed to be clear about her op ons for what she wanted to do next, the
experiences she wanted to learn from, and the challenges she was seeking. She
realised that if she wasn't clear on these things others would guess on her
behalf, which was a risk. If she didn't know what she wanted, and where she
was heading, someone else would decide and create a direc on that didn't
make sense to her. She needed to take responsibility of her direc on in a way
that felt right to her.
DON'T LET FEAR AND UNCERTAINTY GET IN THE WAY OF
PLAYING BIGGER
Julie was at a career crossroads with two job offers. One offered great financial
rewards in a role where she could easily hit the ground running where the
other meant personal stretch, growth and uncertainty in a role she knew would
be challenging. Julie chose courage over money. She saw the opportunity to
back herself, to know she could develop the confidence and capability she
needed to overcome her fear of leaning into her bigger game, so that she could
make a bigger difference in her new organisa on and be a role model for her
teenage children. This was Julie's chance to shine even more brightly.
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PEOPLE WHO SUFFER
Personal brand and posi oning: Nega ve
These people are o en in roles to which they're not suited and are doing work they don't enjoy. As a
result, they do the minimum amount possible to get through their day and stay well under the radar.
They don't fit in and have no desire to do so. Their engagement and morale is low, and they lack skill and
will. They prefer to keep to themselves and focus on their immediate task list. They watch the clock. They
think; I don't like it, but I'll live with it. They do what is absolutely necessary and nothing more. They
resist change. They are tolerated in teams when they should be performance-managed out.
PEOPLE WHO SURVIVE
Personal brand and posi oning: Zero
These people are o en in roles to which they are suited but they don't enjoy. They do what is required
and li le more. They want to be part of the team but there's something missing. They might lack the skill
or will to get ahead in their role. They don't put their hand up for addi onal responsibility or new
projects. They stay within their comfort zone. They love the predictability of the process and tasks they
know. They feel comfortable with it's the way we do things around here. They accept change reluctantly.
They view their role as it's just a job or be er the devil you know.
PEOPLE WHO DELIVER
Personal brand and posi oning: Low to medium
These people are o en in roles to which they are suited and enjoy. They focus on implementa on and
'ge ng it done'. They know how to engage and work with and through others. They like the buzz of
ge ng things done and the results they achieve. Deliverers produce reliable, quality outputs against
targets and goals. They are known for being technically competent and are trusted and relied upon to
deliver against these competencies. However, they believe their results should speak for themselves and
as a result, don't realise they are under the radar and not as well posi oned as they think. They are
happy to stretch themselves provided it's within the boundaries of what they know and what they are
good at. Although they can adapt to change, they prefer consistency over ambiguity. People who deliver
o en get in their own way by holding themselves back from opportuni es to step up and have a voice.
They like posi ve feedback and use construc ve feedback to judge themselves or jus fy/defend their
posi on. Their view is my job is much more than just a job.
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PEOPLE WHO ACCOMPLISH
Personal brand and posi oning: Medium to high
These people are in roles to which they are suited and are high performers. They take responsibility for
leading posi ve change. They achieve results through people. They are able to see a bigger picture and
engage, influence and inspire others in opportuni es they create, pursue and deliver on. Where
deliverers manage today reac vely, people who accomplish create tomorrow proac vely. They deliver
base line results and much more. They deliver on the core of their role, as well as op mise and innovate.
People who accomplish build high levels of trust and respect through who they are for others. They
become known for the example they show and what others can learn from them. They know how to get
out of their own way, and have the self-awareness to be behaviourally flexible. They appreciate that their
success is created through the success of others. They are able to embrace uncertainty. They trust and
back themselves. They test themselves and embrace being out of their comfort zone. Their view is it's
about making a difference.
PEOPLE WHO THRIVE
Personal brand and posi oning: High
These people are in roles to which they are suited and leave a las ng legacy. They achieve results through
developing people and having others follow on their journey.
People who thrive have a real passion for what they do and they put their passion into it. They are
emo onally connected into their roles, to the difference they make in the business and to others, to
what they contribute, and what their career and role is all about. They know what drives them. They
easily answer the ques ons: What is it all about for you? Why do you do what you do? They are clear on
the contribu on they want to make to others. They know what they stand for. They know who they are
with certainty and bring themselves authen cally to work. They aren't afraid of stepping into the
unknown and they know how to bring people with them. They have a strong presence and command
respect and support.
The difference between accomplish and thrive is the meaning and fulfilment that comes from
achievement and contribu on. Their view is it's about what I'm leaving behind.
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BIG GAME PERFORMANCE
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“A high performer can deliver 400% more produc vity than the average performer.”
Playing a bigger game is about achieving next-level recogni on, performance and results. But it's much
more than doing a 'job' really well, driving bo om line, looking good and being rewarded; it's about
having meaningful connec on, being connected into what's important to you, connec ng meaningfully
to others, and connec ng into what ma ers the most to drive extraordinary results. It's about stepping
into your poten al with the inspired direc on and clarity about what's possible, what you can achieve
and thriving through the process.
For most of us, our careers are our biggest commitment. On average, we spend 46 years at work. That's
a whopping 90,000 hours at work over our career—that's longer than most marriages.
Therefore, you don't play your big game once, you keep on crea ng new 'big games' right through your
career: as you step into new roles, accelerate in your current role or prepare yourself for a step-up
posi on. You are always crea ng new versions of you. Playing your bigger game simply means you're
crea ng the best and more empowered version of you right now.
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h ps://hbr.org/2014/11/what-high-performers-want-at-work
Picture a bigger game through this lens:
What:
Why:
How:
Doing work you love that challenges and
inspires you to step up =
Having meaningful connected rela onships
that produce great results =
Making a contribu on that fulfils you =
LEADING
POSITIVE CHANGE
BUILDING
CAPABILITY
BUILDING
RELATIONSHIPS
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EXTRAORDINARY TEAM PERFORMANCE
MEANS EVERYONE IS THRIVING
“When leaders thrive, they are 32% more commi ed to their
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organisa on and 46% more sa sfied.”
Your bigger game results from the intersec on of challenge, connec on
and contribu on. It's about:
Figure 2 : Big Game Performance Model (a)
CHALLENGE
building capability
(bringing the best in you)
CONNECTION
building rela onships
(empowering others)
CONTRIBUTION
leading posi ve change
(making a meaningful difference)
Challenge Connec on
Contribu on
THRIVE
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HBR Jan 2012 issue
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CHALLENGE
High performers want challenge, responsibility and autonomy. To them,
challenge is like a jolt of adrenalin—they love it and thrive on it.
Big game players are at their best and most mo vated when they have
s mula ng and challenging work that makes a meaningful contribu on to
their organisa on. Why? Because they have a thirst for learning and a
curiosity to explore and create. High performers want challenges that
stretch them (but also mesh with their ability to achieve them) with a
clear sense of progress for achieving goals. It's these intrinsic factors that
answer people's deep-seated need for growth and achievement.
Posi ve improvement, crea vity and innova on all stem from challenge.
Embracing challenge as an opportunity is an a tude: being prepared with
bold enthusiasm to step outside your comfort zone to find the answer,
solve the problem, do it differently, or find the next level. This a tude
dis nguishes between big-game players and those who choose to play
small. Ul mately, your ability to embrace uncertainty will make or break
what you achieve in your career. People don't care about how you feel,
they care about what you do. As the saying goes, you can take
responsibility or find excuses.
Your biggest performance gains from building capability will come from
developing your strengths. Your strengths will enable you to stand out.
Challenge is o en centred in ambiguity, risk and uncertainty: the gaps in
data, mul ple perspec ves to consider and no clear 'right' answer in
decision making. Big-game players adapt to these scenarios and
confidently use their judgement and intui on to lead forward with agility
even when the outcome is not certain.
Interna onal research indicates that High Performance Work Prac ces
(HPWP)—inves ng in employee knowledge, skills and abili es;
mo va ng and rewarding them for effort and performance; and
crea ng opportuni es for employees to contribute—deliver be er
financial performance, greater innova on and lower employee turnover.
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However, very few workplaces in Australia are ge ng it right.
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Source: ¹The Progress Principle: Teresa Amabile & Steven Kramer, Harvard Business Review Press 2011
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Centre for Workplace Leadership (2012)
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CONNECTION
The biggest predicator to your career success is your ability to connect with others and develop open
networks.
If there is one universal rule when it comes to business, it's this: if you can't get the people around you to
support you and your strategy, you won't succeed. Success is never achieved alone; it's always achieved
through others. Your leadership success is the degree to which you connect meaningfully with others, for
others.
Building rela onships requires effort and pa ence, especially if it doesn't come naturally. It's a mistake to
think there will be me for building rela onships in the future, a er the results are delivered.
Rela onships have to come first otherwise engaging, influencing and inspiring people in your change
agenda will be an uphill climb.
It's worth remembering, you don't have to like everyone you work with, but you have to learn how to
work with everyone.
Connec on is our most valued emo on—even ahead of success and achievement. Everyone wants to
belong, and feel safe and valued. Your ability to connect with others is a major factor in reaching your
poten al. This means you have to know how to truly connect, not just do enough and be able to 'get
along' with others. It's from a fundamental place of empathy, love and respect. Playing a bigger game
means having expanded influence and credibility across organisa onal levels, which predicates having
great rela onships.
Success starts with a great vision. Leaders needs to believe it to see it, followers need to see it to believe
it.
Engaging, influencing and inspiring others is dependent on you empowering yourself with a daring and
bold picture of success: believing you can achieve it, ar cula ng it clearly, and doing everything you can
to create it with and through others. Only then will you have the best chance bringing people with you
on the journey.
Great influencers have high trust and respect. They communicate and collaborate with confidence and
purpose. They listen and are present in every conversa on. They are non-judgemental and tolerant.
You need to develop your own art of building rela onships in a way that is authen c to who you are. In
other words, if you want to get into the hearts and minds of others, you have to truly know them, and
you can only do that by knowing you. You need to be prepared to bring your whole self to work (every
side of you—even the quirky and nerdy sides as they are part of what makes you, you) and learn how to
be behaviourally flexible, so that you can serve the needs of others before your own. You have to learn
how to mo vate people based on their currency of what's important to them and what's driving them.
Leadership is never a 'one-size-fits-all' approach.
Learning to become self-aware is the most important leadership lesson of all when it comes to
rela onship building. Self-aware leaders show genuine compassion and empathy. They are able to
build rapport and influence with certainty.
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CONTRIBUTION
“People who contribute more are more produc ve and engaged. Highly
engaged employees directly affect business metrics, eg: revenue per
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employee, customer sa sfac on, absenteeism.”
Many people want to bring their best selves to work, make a meaningful
contribu on, and ideally make their mark through delivering posi ve
change (it's much more than just achieving results). That change can
come in all shapes and sizes: from improving a process that saves me
and money, through to business transforma on and across all
organisa onal levels.
People today want more than a job. They want to be part of something
bigger. People who bring their passion and have a 'why' for being there,
lean into their best performance and realise their poten al sooner. They
contribute much more than people who are simply good at their job.
They care deeply about the contribu on they are making. They give a
damn about others around them and making things be er.
Big game players know how to focus and how not to be distracted. They
discern what's going to win the war and concentrate their efforts on how
they can add the greatest value within the core of the business,
op mising core or innova ng core – depending on where the biggest
gaps, opportuni es and risks are.
Figure 3 : Big Game Performance Model (b)
ImpactInspira on
Influence
THE FINER
DISTINCTIONS OF
YOUR BIGGER GAME
The next level of understanding
of Your Bigger Game comes from
exploring further dis nc ons of
the Big Game Performance
model.
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h p://www.insyncsurveys.com.au/media/92145/impact_of_employee_engagement_on_performance.pdf
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INSPIRATION
To inspire others is to be inspired. We can only be for others, what we have been for ourselves.
Inspira on is the reason we do what we do. People don't accomplish big things without a big 'why'. Your
'why' is your internal inspira on. It's your inspira on, not mo va on, that drives your ac on. Mo va on
can be flee ng: it won't get you there in the end.
Your 'why' will help you keep on track when things get tough. When people know your 'why', they 'get
why' you are prepared to do what you do, and they will support you along the way. If you can't define
why you do what you do, others will define your value for you.
INFLUENCE
Leadership is inten onal influence: it's the act of influencing outcomes.
Playing a bigger game means having expanded influence and credibility across organisa onal levels. Self-
aware leaders who are able to demonstrate behavioural flexibility use different types of influence to
mo vate the behaviours and ac ons needed to accomplish tasks and goals.
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“Leaders who combine 4–6 sources of influence are 10 mes (1,000%) more successful.”
Great influencers have high trust. They are able to communicate with purpose and certainty and find the
currency that mo vates others into ac on. Success is always achieved through others—it's never
achieved alone.
Ul mately, a leader can have a great influencing toolkit, but some mes the ability to influence is more
about leveraging meaningful and connected rela onships
“Everybody in business shares one universal problem: To succeed you have to persuade others to
support your vision, dream, or cause." —Peter Guber
IMPACT
Take ac on, have impact. Having impact is like a drop of water falling into a puddle: the ripple effect
can spread far and wide.
Having impact is about making a difference that is significant and meaningful to someone else in such a
way that it's meaningful to you as well. That's when your impac ng inten onally in the way you want.
Having impact takes courage. It takes confidence to have a voice and make a stand for what you believe
is right. That's why having impact needs to come from a place of authen city.
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Source: October 01, 2008 MIT Sloan Management Review
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YOUR BIGGER GAME IS A
STRATEGY TO HELP YOU LEAN
INTO YOUR POTENTIAL FASTER
You have to believe in your picture of future success. When your why is
big enough, the how will take care of itself.
Remember that change doesn't happen by chance, it happens by choice.
If work is a game, then we're always playing, so we might as well play
our best one. Ul mately you have to believe you can play a bigger game,
that you are worthy of a bigger game, and that you have what it takes to
play it—because you do!
Holding off playing your bigger game is a trap and a strategy to tolerate
and se le for what you have today. If you wait for all of your ducks to
line up, you'll be wai ng forever. Line up the first duck and as you get
into ac on the rest will follow. Ducks don't line up any other way!
PRAISE FOR YOUR BIGGER GAME
Toni cuts through 'playing small' strategies with her inspiring insight, wisdom and prac cal tools.
Anyone wan ng to step into their own brilliance should read this.
Damien Bray, CEO, Health Industry, Sydney
Speak with Toni today and find out how she can enable you and your leaders to play a bigger game.
Let your next game-changer be to maximise you or your people's poten al.
Contact on , or visitToni 0431 971 790 or toni@tonicourtney.com tonicourtney.com
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