Reframe! #15

3 things that made me think differently and why they matter.

1/ Notice

This week’s been a tough one emotionally. We’ve just exchanged contracts to sell our home — a house that’s been in my wife’s family for over 70 years. That’s a big deal.

It’s made me notice how stressful the selling and buying process really is. And it’s reminded me how similar it must feel for clients making career-defining decisions.

In those moments, we often get so focused on presenting our ideas that our sensory acuity vanishes. We stop noticing the subtle reactions — the micro‑expressions, the pauses, and the change in energy.

In any conversation where influence is involved, there are really only two signal types worth tuning into through the noise:

• Agreement signals — often expressed as genuine enthusiasm, curiosity, or momentum toward your offer.
• Hesitation signals — which surface as objections, concerns, and quietly voiced doubts.

The skill is noticing these in real time — without rushing to fill the silence or defend your idea. That awareness often makes the difference between reaching an agreement and a conversation that stalls.

2/ Do

You're a relentless achiever and may experience some frustration when things don't happen as quickly as you'd like. I noticed this about myself this week, dealing with solicitors!

Grab a notebook. Spend 5 minutes writing down your thoughts about these ideas:

• Assess your standards: List 3 areas where your performance expectations cause frustration. Decide how you'll inspire others to elevate their game.
• Reveal blind spots: Imagine a 360-degree review from your peers about your strengths, weaknesses, and growth areas. Look for patterns.
• Curate your circle: Identify one draining relationship. Decide whether to change the dynamic — or step away from it.

Finally, ask yourself: What did I learn about my frustrations?

For me, the realisation was simple — nearly all of mine were self-inflicted.

3/ Question

When do you feel most like you're faking it, and what if that's just the edge of your potential?

A new role.
A much bigger deal.
An unfamiliar problem.

Impostor feelings often mark a frontier.

A few examples to stimulate your thinking:

"I freeze when asked to lead because I've always been the advisor, never the decision-maker."
"I hesitate to pitch the six-figure deal because I've never closed one before."
"I avoid the technical deep-dive because I'm still learning the domain."

Ask yourself:

Where is discomfort signalling the need for expansion, not inadequacy?

Hit reply and share your takeaways.

That's it until next week.


Clive