Qi Gong meditation teaches us to Sense, Surrender and Smile. That is good advice for how we can approach situations in general. Sense ( be aware of) the factors that are occupying you and your schedule. Surrender ( dismiss) the uncontrollables and focus on the priorities that you can impact now. Smile. Have fun! Have
Communicate. Not only to share your vision, but perhaps more importantly to stay grounded and in touch with your organization. Your people are the face to the customer, they create and deliver your product. And the closer they are to the customer, the more important that you speak to them and hear what they have
The Leaders We Need We need leaders today that will take risks, invent new ways of doing things and give people room to grow, succeed and even fail once or twice. We need leaders today that know that value of money, but don’t value money over people. People valued will produce treasures unimagined. Stop valuing
You have defined your strategy. You have built a robust business plan with your key levers clearly articulated. You have created a communications plan and it is being deployed. And yet, the organization does not seem to be rallied around the key levers. You worry that the daily execution of your organization has not shifted
Eyes and Ears That Aren’t Your Own Posted on October 3, 2012 1 Eyes, ears, and listening with curiosity: these are some key ingredients that business coaches bring to their clients. It may sound easy but it’s not. Coaching requires patience, highly attuned listening skills, and an ability to ask thought provoking questions that help
Lewis Grizzard has a great saying to illustrate common sense- “Don’t squat with your spurs on.” Often we try to create best in class processes and systems for our organisation. We benchmark and take the best of the best and look to implement that. Thats a recipe for disaster. You can’t , and more importantly,
*Count to ten before you respond *Put that angry email aside until tomorrow, and reread it with a clearer mind *Don’t send anything you wouldn’t want your mother to read *take a deep breath These are some of the tips I’ve heard to prevent those sudden outburst we see in the office, on the phone,
Ever had one of those big transformational projects that starts out with a clear focus and mission, and somehow ends up getting bogged down with complexity and lack of definition? How does that happen? How is it prevented? Most often, when your company decides to embark on a major initiative, the goals are clear. Typically
Your team thought of the product Your team justified the product your team launched the product Your team is proud of the product. How often have you been in a customer meeting, selling your product and your customer starts to give you feedback about it and someone on your team starts to defend it? It
As a leader, you find yourself evaluating daily, how much to engage, how much to insert yourself: With your employees – how much latitude do i give? how much oversight is needed? Negotiations – at what point do i engage? With your peers – at what point do i inform them of potential issues While