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May 2024
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ADMIT YOU NEED HELP8/26/2021 I have seen first-hand how on-purpose organizations refuse to get help when they should, not when it's too late to do so. That moment is like the Zero Moment of Truth (ZMOM) when executives have to make the decision to get good and fast help in the hope to turn the tides for their benefit. As the saying goes: "In moments of weakness, don't make a decision. In moments of strength, take the best decision." I would like to add to that. The real value is asking and admitting that you need help. That is the first sign of courageous leadership. Knowing when to do is a sign of better sense-making. And taking action by talking to able and wise mentors, coaches, and advisers or even with peers, is a sign of prudence and wisdom. What's preventing them from seeking help? It's not the lack of resources, budget, or capacity to take new things or learn new things. It's the ego that's preventing leaders from taking new ideas because they think that theirs is the greatest, or they have nothing to learn or they can never fail. Sometimes, they just don't want people to know their issues. Most of the time, it's the low risk appetite. If your working in organization that refuse to look themselves in the mirror and ask difficult questions, don't enable this and don't go with the flow. You can start asking for help and getting the help you need!
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DON'T AUDITION FOR YOUR FUTURE8/4/2021 Leaders and managers, stop auditioning and lead boldly. There will not be an announcement saying, "You're next to promotions, here's the baton." It is up to you to figure it out. At the end of the day, the best leaders and managers do not wait for an external green light signal. Most often, I find in my 20+ years of career in jobs and consulting, that it's always too late. Waiting for the green signal from others leave you more vulnerable to external validation and external success metrics imposed on you. It is better to trust your judgement and keep on building your competencies. The right opportunity will come and when it comes, you're ready for it. In matters of decision-making, the same principle follows. Don't explore a certain future with the intention to seek out certainty. Explore your organization's future with the intention of embracing ambiguity and being effective at cruising along such complexities in your strategic environment. Ambiguity is a friend, not an enemy to curse or throw rocks at!
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DON'T BOOTCAMP IT5/31/2021 The funny thing about start up boot camp is that it's just a boot camp.
It simulates real-life struggles, pains, and turmoil but can barely do so without either running out of steam or funding. Start ups who are cocooned in this type of environment believe that it will always be easy, there are answers to almost everything, and that with the right technique you can have it all in quick time. In business and in life, there are many uncontrollable factors and under time pressure, funding pressure, and impact pressure, few entrepreneurs make it without the emotional, psychological, and physical trauma and strains of keeping with the program. The biggest take-away that a boot camp can do is to let entrepreneurs learn on their own without the grants, supports, networks, and prized monies. What will that look like? Strip away all the prestige and glamour attributed to entrepreneurialism, it's really about marshalling whatever you have, rather than aiming and getting to their best position. Bird in hand... |