When Arthur Blank decided the time was ripe to launch a Major League Soccer (MLS) expansion team in Atlanta he went all in. They launched in 2017. In 2018, Blank’s team – Atlanta United – won the MLS Championship. Since when does a 2nd-year team in an established league win a championship? Since never.
We had helicoptered in to the meadows at the base of Mt. Robson – “the Monarch of the Rockies.” Four of us – me, my climbing partner, and our two guides – had five days to climb a mountain that was as notorious for its bad weather as it was for failed summit attempts. The allure was undeniable.
Carol Dweck is a Stanford Psychologies who studies human motivation and achievement. At the heart of her thinking is the idea that there are two mindsets – a fixed mindset and a growth mindset. Dweck’s view is that the mindset we adopt fundamentally shapes our lives.
It’s been a great run. The economy has been on an upswing for years. Do we even remember what a recession feels like?
We’re due. And many forecasters believe we’re due in 2019. Of course, economic forecasts and economic reality are often two different things. So what should you do?
“Becoming” is more important than “being.” Being is static; becoming is dynamic. Being works if things never change. Becoming is essential because things continually change.
A lot has been written about change. Unfortunately, much of it by people who haven’t been immersed in the many nuances of planning and implementing change.
When building a winning team you should be concerned about more than just having the right managers and right employees. You should be concerned about having the right board.
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.
As a consultant, I know that one thing clients want me to do when I assess their organizations is to tell them the uncomfortable truths. Where are they weak? Where are they vulnerable? What are they not doing that they should be doing? What are they doing that they shouldn’t be?
Mixed messages kill. When you as a leader say one thing yet do another, it kills your credibility. It demotivates your people. And it undermines whatever you’re trying to achieve.
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.
You and your team are developing your company’s strategy. Let’s imagine your primary goal is to improve customer retention.