All in Management Consulting
There are times when persistence, dedication, devotion are absolutely essential. Nothing great has ever been achieved by flitting from one activity to another, without considered thought for quality, without regard for tangible results. Success - however you define it - depends on this.
But to persist in situations that don't align with your inherent values, that don't feel right in that regard, is a recipe for failure.
It's happened to all of us. We start on a change program, get excited about the possibilities and the agenda we've laid out. We foresee the change we need to create and what it's going to take for us to get there. And it's awesome.
But driving this change - as we expect - requires a lot of work. Many special projects and tasks that have to get done. (All while we're juggling our regular day job.)
Process helps. For so many aspects of our lives that we grapple with, someone, somewhere has defined a process, and it's one that works. Especially when it comes to routine, straightforward activities.
But for many other decision areas, from making the sale to conducting an analysis to hiring an employee, processes exist, and they help, but only to a certain extent.
I was listening to a podcast the other day in which the main subject of the show - a storied entrepreneur - made a very interesting comment.
If you have to create an “innovation center”, then you’ve already failed.
There's certainly a value to be placed on growth. On the continual pursuit of expansion.
It drives us to look for development opportunities, to rethink how things are done, to change what we think is 'conventional' i.e. "the way it's always been".
Growth is a tremendous value creator.
It's natural to fall in love with your product. We spend a lot of time developing and nurturing them, cultivating them to the point where we are ready to put them in the market. And when customers are receptive to what we have to offer, once the uptake is there and the product is generating profitable margins, we double down.
I once worked on a project with someone who I found to be very difficult to partner with. There were a number of reasons for it - part working style, part communication, part differing perspectives on the task at hand.
It's a crazy idea, one that's quite difficult, if not impossible, to implement. (And, many might argue, not desirable, either.) But like a lot of Tom Peters' ideas, it's provocative.
In my old firm, we had a mentorship system whereby every individual was assigned a mentor at least one, if not two, levels up from their position. The role of the mentor was not just to provide day to day counsel but also to help guide the development of their mentees, and represent them during the performance appraisal process.
Welcome back to Part 2 of the Omerisms Podcast and my interview with Brian Slobodow.
In this episode, Brian and I continue our conversation around his experiences in the management consulting industry and where it is headed.
Welcome to Episode 4 of the Omerisms podcast, where I interview interesting people and discuss, explore and debate interesting business, career and personal development topics.