Those may sound like the same thing, but there's a subtle difference that matters tremendously.
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One of the most important mindset shifts I've had in my growth as a professional, particularly as a data scientist and even more so as a manager, was realizing that my job was not to stop people from making bad choices as much as it was to help people make good choices.
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The stop-bad-things perspective sees the world as a series of eminent disasters and people as victims. The enable-good-things perspective sees the world as full of opportunities and people as co-builders.
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The Enabler mindset doesn't mean you need to help with everything or that you have to agree with every choice your company or colleagues make. It's more about finding ways to support or participate in the work that's heading in the right direction.
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It's participating in a way that's generative, and it's a more elegant expression of your perspective. It's not just preserving quality or your company's culture--it's making your values real by acting on them.
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Besides, it's just more enjoyable to play an enabling role anyway. It's an abundance mindset. More people can win when you help them succeed.
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