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Uncertainty is an inherent part of being in business.
Of course, it runs directly counter to what we want to do, which is planning. And in a previous career, I was directly in this dilemma, creating disaster plans and alternative scenarios and backups.
Unfortunately, business results come from doing stuff, not from planning. So how do you deal this this?
Read the rest of this entry »My world is WAY too noisy, and perhaps yours is too.
How often do we take the chance to ponder, to integrate, to appreciate? This can only be done through quieting your mind and body and soul.
I find that this is one of the key attributes of coaching.
Read the rest of this entry »Why is it so hard to get something new started?
I think this picture gives us a clue: Because the challenges ahead seem insurmountable and scary.
I might make a mistake. They might think I’m a fool. I don’t know exactly where I’m going. I don’t know what the best first step is.
Read the rest of this entry »I need to ask … are you an actual human being?
A few years ago that question would have been really weird, but with the advances in AI it has become a bit more serious. But, in this case, the real question is whether you bring your humanity into your leadership.
What I’m talking about are things like:
Read the rest of this entry »I’ve noticed that people are quite uncomfortable with complicated situations: we’re always looking for a single root cause.
Or a straightforward categorization.
This has ultimately led to huge polarization in our society, where people are pulling apart into camps.
Read the rest of this entry »It’s straightforward to fight AGAINST something – injustice, your competition, even government regulation. In fact, we often use that as the first definition of “fight.”
My observation is that fighting FOR something is actually more powerful, more motivating, and attracts more helpers. But it’s a bit harder, because you have to have a compelling view of that positive thing you’re fighting for.
Fighting against something is based on fear. But the first response to fear is simply to run away in whatever direction occurs to you at that moment.
Read the rest of this entry »Humans, like all animals, have survived because we look for signals of danger.
This is a deep-seated tendency. It helps survival, but it’s not so good for rational thinking and empathy. It’s part of that lizard brain back there.
What’s the problem? Well, a sense of fear pushes you toward reactive thinking rather than thoughtful planning. Which is great when you have just seconds to respond, but not so great in most situations in modern life.
Read the rest of this entry »I recently had the opportunity to chat with Paul Kirby, author of The FUSE Pathway: How to Find and Live a Fulfilling Life.
Paul has discovered that his joy comes from combining his interests in art, engineering, and even philosophy into what he does as an artist and author.
He even built a robot which creates its own art. So I feel a kinship because I also have many diverse interests.
Read the rest of this entry »I recently had a chance to talk with my friend Chris Hutchinson, who authored the book Ripple : A Field Manual for Leadership That Works.
It reminded me of how much I rely on the side-effects of actions I take in any group of people. Often I’ll be interacting with just one person, but my impact will extend to those they work with, and those THEY touch. And so on and so on.
I suppose it’s inherent in the kind of leadership coaching that I do. I almost never meet or even see my clients’ co-workers or family. Yet those people are affected by the changes my client is is making.
Read the rest of this entry »When I do something, paid or volunteer, I want to do it well.
And when I do that, people become dependent on me. Especially if I’m playing a unique role.
I become a single point of failure for the organization. Which means that if something happens to me, things will fall apart. So it can be a trap.
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The Values-Based Business 