“Focus on what you can control.” Every leader knows that, right? Why waste time on the things you can’t control when you can use it to deal with the things you can?
Early in my career, I was trained in the field of service quality. One concept that has always stuck with me is “The 1-10-100 Rule.”
Unbelievable. The results aren’t just disappointing, they’re disastrous. You and your team are shell-shocked. You thought the market would respond but the market just didn’t respond. So how should you respond?
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.