All in Leadership
When things are going well, we naturally focus our time doubling down on the things that have made us successful. Our offering are resonating, so we focus on raising awareness, pitching to those who haven’t bought yet and investing on expanding our reach, so that we can sell more.
All of that makes sense – why wouldn’t we double down and capitalize on what’s working?
What would you choose?
Would you rather be happy or special?
For so many of us, our identity is wrapped up in our work, to the extent that we let it become the defining element. That’s not hard to do, especially if we think the work we’re doing is important.
I was having a conversation the other day about what it takes to drive change within a community and the person I was chatting with made an interesting point.
She said that people often think that, in order to shift behaviors, we need to focus on those who don’t believe and are diametrically opposed to our ideas.
Big problems are intractable.
They’re hard to get to grips with, hard to manage and hard to overcome.
No matter how much we believe in the cause, the scale of the mountain is daunting and, more often than not, can seem insurmountable. Which is why they’re ‘big’ problems.
When Lebron James broke Kareem Abdul Jabbar’s all time points scoring record in the NBA last week, he did so with about 10 seconds still to go in the third quarter.
As soon as he scored that 38,388th point, the game was paused and celebrations ensued. His family came onto the court along with the press and a host of others.
Taking risks is a challenging idea when it comes to implementation.
When the rubber meets the road, and we have the opportunity to actually do something, that’s when we find out whether or not we’re actually ready.
It’s tempting to think that the right resources will help us bridge the gap, or that having the right people around us will help, or even that our own personal (decades of) expertise will be enough.
There's plenty of upside to being a contrarian, until there isn't.
Sometimes, it's worth considering that the popular opinion - the consensus view - may very well be the right view.
Are we at an Inflection Point?
According to Investopedia, an Inflection Point is “an event that results in a significant change in the progress of a company, industry, sector, economy, or geopolitical situation and can be considered a turning point after which a dramatic change, with either positive or negative results, is expected to result.”
When the going’s good, it’s tempting to want more.
Our stock picks are at all time highs, so surely they’ll keep going higher…
Or sales are booming, and in that euphoria, it’s tempting to prioritize revenue growth over profitability or innovation.
Those words from Bruce Springsteen's The River got me thinking about this idea of singular dreams and how they define who we are and what we do.
I dive into what this potentially means and what it, perhaps, should mean for us, in today's episode.
It’s easy to get caught up in the minutiae of our daily work.
Particularly, when you’re growing something - from a project to a business - there are any number of things that need to be taken care of, and every single one of them seems important.
Sometimes, telling others - and ourselves - that we've arrived isn't a good thing.
In fact, as I discuss in today's episode, it can lead to a complacency that can derail everything that we've achieved so far. So that messaging, to others and to ourselves, is important.
If you’re at all into football (soccer), you’ll no doubt have watched the World Cup Final yesterday.
It was, in my view, the greatest world cup final in history - with goals, drama, late comebacks and ultimately, penalties. Argentina were amazing winners and, of course, as everyone’s talking about, Lionel Messi got his World Cup, rounding out one of the most storied careers in the history of the sport.
One of the hardest things for me, and for any of us I suppose, is to be thoughtful in that space between stimulus and response. I’m referring, of course, to Victor Frankl’s observation that:
“Between stimulus and response there is a space. In that space is our power to choose our response.”
No one wants to be told what to do, but everyone wants to understand what they should be doing.
From your employees to your colleagues to your customers, this is a truism.
If I give you an order, you’re not likely to take it well, no matter how well versed I am in the subject…
Today's episode looks at Keanu Reeves answer to that question from Stephen Colbert a few years ago.
The answer, to me, was thoughtful and insightful, and could be interpreted in multiple different ways.
When I was growing up, I loved reading British football magazines such as Shoot!
And one of the topics I’d love reading in them were articles about the “greatest goal” or the “greatest player”, etc.
In fact, I remember a piece somewhere about “The Greatest Save In The History Of Football”…
It's tempting, when we've achieved some measure of success, to believe that we've arrived.
The Greek philosopher, Epictetus, counseled against this idea of "arrival" and believing we are important, as I discuss in today's episode.
In last Friday’s post, I talked about the need to accept the duality in those around us, from those we live and work with on a daily basis to those we see periodically (for example, friends and relatives during the holidays).
Structure, rules and constructs can be useful mechanisms and when we're growing up, they're usually unavoidable.
At the same time, they can be both good and bad and, as we grow older, it's worth questioning many of them. Both in terms of what they mean for us but also, as importantly, what they mean for others we live and work with.
