Many leaders do it. Because it’s so easy to do. They only see things through their own eyes.
People, let’s put an end to it. The false debate about which is more important: strategy or culture. It’s a debate that seemingly refuses to die, and it’s based on a total misunderstanding. But before I get into that, a little history …
What kind of people are you likely to find working at a big investment firm? People with degrees in economics, finance and business administration, right?
The double-edged sword of “knowing” is that it gets in the way of learning.
I’ve been a two-foot driver since I was 16. And I don’t mean just when driving a standard. What I mean is when driving an automatic. One foot on the accelerator, one foot on the brake.
Stuff happens. Things don’t always go according to plan. Situations change. That’s why there’s one trait I look for in every employee. Initiative.
There are lots of reasons for not holding your people accountable for poor performance. It’s uncomfortable. It’s emotional. It takes time. It takes energy. The costs of holding your people accountable are significant. So what do you do? You procrastinate, or avoid it altogether.
Best practices. The activities and processes that correlate with success. You should want to migrate them throughout your organization to improve performance and accelerate change.
You’re constantly under siege. Rings, pings, buzzes and alerts – the barrage of information and communications is never-ending. Is it any wonder that, like all of us, you’re prone to distraction?
Lease your beliefs, don’t own them. It’s something I often say to my clients. Why? When you own your beliefs you feel compelled to defend them, and keep defending them, when they come under attack. When you lease your beliefs, it means they’re subject to reevaluation and you might decide not to renew them.