If you think fast AND slow,
To the top you will go
Here's three brain teasers for you (answers are in "Read More")
Take a few minutes to respond before clicking 'Read More".
To err is human, but to really tick someone off you must be a real jerk. Or are you? You could be misunderstood. Or totally unaware of what the expectations. ie "Who knew health care was so complex?" or "I thought it (being President) would be easier". People will always be making mistakes, we are, after all, human.
But we can't go on making mistakes. If we want to fulfill our potential, we need to learn. Here's where you, as a high performing leader, can up your game and stand-out from the crowd.
When you see someone doing something not up to your standards, or not aligned with company policy, you need to address the person with your concerns. However there is a right way and a wrong way to do this. The right way is you need to address the person's inappropriate behaviour, not the person.
For example, if a staff member is making a client feel like crawling under a rock. Others are in the meeting. It is an awkward situation for everyone. You need to step in. But how?
Adam Bryant has interviewed 525 chief executives through his years writing the NY Times' Corner Office column.
This is his last column. He writes about what he has learned.
It's a good read. Showing the diversity of skills required to be a leader. It also shows that valuing your people is at the heart of success.
A quick summary:
There are risks associated with being first, one of them is that if your project fails, your career will go down like a sinking ship in a hurricane. We'll talk about the 'first mover advantage', the risks associated with being first to market and how we can mitigate that risk. We'll also touch on the advantages of being second (or even later).
Here's my thought process on whether to invest in this pre-IPO company. This is a good exercise in decision making. You will never have all of your questions answered. Your goal is to gather as much information you can in the time you have, weigh your information against your risk factors and decide.
The cannabis industry is to become legal in July 2018 in Canada.
The demand is high. The producers (farmers) are looking for investor's money.
The product is sure to be a success, in both the medical and recreational markets. But which producer do you invest with? Your investment could make you rich, or you could lose it all if you're not doing your due diligence.
So this is the right race, but is it the right horse?
When you see brilliance, you know it. Ideas, properly phrased, have become immortalized over the course of humanity. Who doesn’t know Martin Luther King Jr.’s “I have a dream…”. Who can’t finish the sentence from John F. Kennedy, “Ask not…” Or Steve Jobs’ phrase that launched Apple on its path to being the most recognized brand in the world, “One more thing…”
I read such a speech recently. The speech was delivered by the Mayor of New Orleans, Mitch Landrieu, when the last Confederate monument was removed.
As a leader, we should always be looking to influence and persuade others. We need to always be selling our vision. To that end, I wanted to take look at what made Mr. Landrieu's speech so compelling, so I made a summary of the speech and then a summary of the summary.
It's summer time! Have you taken your vacation?
Bust those vacation stereotypes of people NOT taking their vacation!
Here's some work life balance tips and benefits you and your company get by taking your vacation, including a better work environment, increased productivity and reduced burnout.
So you have a new team.
Where do you start to take control?
How do you determine who stays and who goes? As you know, people aren't your greatest asset. The right people are your greatest asset.
Inspired by John F. Kelly, White House Chief of Staff, when he stepped in to "give some structure" to the President's team. I think we'll see more discipline soon.
What steps do you take to get control?
1. Set expectations
2. Determine your business status (STaRS)
3. Create a culture of discipline
4. Evaluate your team
As a leader, you want to encourage openness. You want to challenge the biases, known and unknown, that we all posses. You want to acknowledge cold, hard, sometimes brutal facts, otherwise you won't succeed. We want to have a culture where people can bring their problems to us without fear of retribution.
I am for diversity, read any of my prior posts. I value people regardless of gender or race. What matters to me is building a productive team where every person contributes to the best of their ability and they feel valued. To have a room of people with the same thought patterns means some of those people are not necessary.
So a Google software engineer, James Damore, thinking he is in a safe space, publishes his thoughts on Google's intranet (for Goggle staff only) about Google's diversity efforts. Mr. Damore's full 10 page post can be read here. Ten pages - he gave some serious thought to his post. It is detailed, thoughtful, identifies issues and promotes solutions.
He identified Googles' hypocrisy in addressing diversity. If you read my earlier post, Google and Gender Equality, Google pays lip service to gender inequality. It has been proven Gender Inequality costs economy billions.
So, by pointing out the obvious, James Damore, has been fired.
Sundar Pichai, Google’s chief executive, said the memo had promoted “harmful gender stereotypes.” That was the reason for the firing.
I agree that Mr. Damore reiterated “harmful gender stereotypes”, but he also includes ways to address the problems. Solutions that are not just window dressing, like Google's current diversity efforts.
I would not have fired him. I would have taken his ideas, had a discussion with him alone and then with others. I would try to fix what he, and many others, including the leaders at Google, see as broken.
What would you have done?
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