The ability to sustain effort and focus over time, especially when faced with obstacles, resistance, or setbacks. It involves staying goal-oriented, adapting strategies when needed, managing emotional responses to challenges, and maintaining a steady commitment to essential objectives.
“If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” Martin Luther King, Jr.
Barriers to perseverance
Low clarity: Leaders who are unclear about their longer-term goals may struggle to persevere, as they lack a strong sense of direction to motivate sustained effort through challenges.
Stopping quickly: Some leaders give up too soon when faced with obstacles rather than pushing through to find alternative solutions.
Impatience: Leaders may lack perseverance because they expect quick wins and become frustrated when success takes longer than anticipated.
Low engagement: Without a deep connection to the mission or goal, leaders may struggle to maintain the energy needed to persevere through challenges.
Fear of rejection: Leaders who take negative feedback personally can become discouraged and may avoid further effort when faced with resistance.
Low attention span: Some leaders struggle to focus on long-term goals and may lose interest, moving on to newer opportunities rather than sticking with the task.
Dislike of conflict: Leaders who are uneasy with confrontation may back down too easily when their ideas or strategies are challenged, leading to compromised outcomes.
Low flexibility: When initial plans fail, leaders who lack perseverance may not explore alternative methods and fail to pivot, making them less likely to push through difficulties.
Not taking ownership: Some leaders are uncomfortable taking full charge, especially in high-pressure situations, which can undermine their perseverance.
Not courageous enough: Encountering strong resistance can make some leaders back down instead of standing firm and overcoming the opposition.
“Courage doesn’t always roar. Sometimes courage is the quiet voice at the end of the day saying ‘I will try again tomorrow.'” Mary Anne Radmacher
Enablers of perseverance
Switch up your approach: If you find yourself giving up after one or two tries, it may be time to change tactics. Try something new, whether it is bringing in a different stakeholder, scheduling a new type of meeting, or adjusting how you present your case.
Remain goal-oriented: When faced with resistance, do not view it as a personal attack. Recognise that resistance is natural, and often means people need more clarity or time to understand your perspective. Be prepared to listen and adapt.
Beat procrastination: If you tend to delay your efforts, start working earlier and reduce the time between attempts. Breaking tasks into smaller pieces and beginning work on the next stage as soon as it is clear another effort is needed increases your chances of success.
Don’t take rejection personally: Rejection is part of the process, not a reflection of your worth. Keep your focus on the task, not on personal feelings. Seek quality feedback and use it to improve your next attempt rather than giving up.
Present with confidence: Lack of perseverance may come from not making a strong enough case. Take the time to do thorough research, anticipate challenges, and present your argument clearly and confidently. Rehearse tough questions and be ready for opposition.
Choose your battles wisely: Perseverance does not mean fighting for every cause—it means focusing on what truly matters. Prioritise mission-critical goals and let go of minor issues. Channel your effort into areas that will make a meaningful difference.
Improve your organisation: Disorganisation can sap your perseverance. Create a clear plan, keep track of your progress, and ensure you give each task enough time and focus. A well-structured approach allows you to persevere with greater efficiency.
Navigate effectively: Direct approaches often fail in complex organisations. Learn to work through informal networks, identify key influencers, and use timing to your advantage. Know when to push forward and when to reassess the landscape.
Beat Pareto: Many leaders struggle to complete the final stages of a task. Often, the last 20% of the work takes the most effort. Develop a plan to tackle those final steps incrementally to ensure a strong finish.
Reconnect with your passion: If you feel burned out or lacking motivation, rediscover what drives you. Identify the parts of your work you still enjoy and focus on them to sustain your long-term commitment.
“It’s not that I’m so smart, it’s just that I stay with problems longer.” Albert Einstein
Reflection questions on perseverance
Could you change your approach when things aren’t working? How flexible are you when your initial attempts do not succeed? Do you have a tendency to stick to familiar methods even when they are not effective?
How do you typically respond to resistance? Do you view resistance as a sign to give up or as an opportunity to reassess? In what ways can you depersonalise resistance and focus on the task?
Do you start early, or do you tend to delay until the pressure builds? How often do you procrastinate, especially after a setback? What impact does early action have on your ability to persevere?
How do you handle rejection or failure? Do you sometimes take rejection personally? How can you build a mindset that sees failure as part of the journey?
Are you preparing enough to make a strong case? How well do you prepare for difficult conversations or important presentations? What could you do differently to ensure your case is compelling?
Are you fighting the right battles? How do you determine whether something is worth your effort? Are you focusing on mission-critical objectives, or spreading your energy across less important tasks?
How well do you organise your tasks and focus your energy? Do you often lose track of tasks or miss deadlines? What systems or tools could help you track your progress and stay the course?
Could you be more strategic when navigating obstacles? Do you tend to take a direct approach to problems, or could you benefit from working more subtly? How well do you understand the key players and gatekeepers?
Do you tend to lose momentum towards the end of a project? How often do you find it difficult to complete the final stages of a task? How could breaking down the last steps help you finish strong?
How passionate are you about your current role or mission? Do you feel connected to your work, or are you starting to feel burnt out? What aspects of your role still inspire and energise you?
“Develop success from failures. Discouragement and failure are two of the surest stepping stones to success.” Dale Carnegie