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In this episode, we come to you from a lovely public park in Bordeaux, also known as Jardin Public, to discuss a topic close to our hearts: sustainability and self-awareness in leadership. We explore the intricate relationship between self-awareness and building more sustainable companies. As leaders, understanding our impact on the environment and communities is crucial for fostering a future where businesses thrive without depleting natural resources. With its commitment to sustainability through initiatives like zero-kilometre restaurants and an efficient public transport system, Bordeaux is a perfect backdrop for this conversation.

We explore the importance of internal and external change in achieving sustainability. From the landmark case won by a group of Swiss women for climate justice to the necessity for cultural, political, and business reforms, we highlight that true sustainability begins with self-awareness. Leaders must question their beliefs, practices, and the very definition of success to create a more equitable and environmentally friendly future.

Join us as we discuss how leaders can cultivate self-awareness, become better mentors and coaches, and make conscious decisions that reduce their company’s footprint. We share insights on fostering a culture of listening to others and oneself to identify and overcome limiting beliefs and traumas that hinder sustainable practices.

Whether you’re a startup founder or a seasoned executive, this episode offers valuable perspectives on integrating sustainability into your leadership approach and business strategy. Listen to discover how you can make a meaningful impact and lead your company towards a more sustainable future.

Timestamps

(01:26) To be more sustainable and impact the world, you must become more self-aware as a leader.

(01:50) Learn why Bordeaux, France, is one of Europe’s most sustainable cities.

(02:40) Self-awareness within leadership is crucial in building sustainable companies and enables us to have a lower footprint on our planet.

(03:10) Community Leadership: How did the Swiss woman, known as KlimaSeniorinnen, win a landmark case for climate justice at the Human Rights Court, where policymakers will be held to account?

(05:50) What is wrong with how we measure success in business, and what do we need to do to change it

(07:24) What we see in the startup world is growth for growth’s sake, and why does this need to change?

(09:50) How can leaders become more sustainable? How can they grow their self-awareness?

(10:49) Listening and self-reflection are essential for understanding our belief systems and how those beliefs influence our decision-making.

(12:47) As your awareness grows, so does your curiosity, and we start asking ourselves: Why do we need to buy all these things? Can we continue to use what we have? How can we be more purposeful in our actions?

References

• Jardin Public https://www.bordeaux.fr/l858
• European Court of Human Rights https://www.echr.coe.int/
• Brains Love Circuits https://brainlovescircuits.com/

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In today’s complex business world, change is hard. Companies venturing through major culture shifts, mergers, or other forms of change often struggle to make it to the end. The idea that people hate change is a phenomenon that is taught, coached, and wrestled with in many ways, shapes, and forms. Regardless of your mindset about CHANGE, there is one vital aspect you should explore.

PROGRESS is what you should be focused on. Change for the sake of change is meaningless. However, progress toward a new goal or achievement is more vital and more valuable to your organization.

Dean Lindsay, America’s premier authority on Progress, writes:

All progress is change, but not all change is progress.

Lindsay uses an illustration. If you wake up in the morning with a stomach ache, you want to change. You want it to go away.

If you tell a friend and they punch you in the nose, you got a change. But it wasn’t progress toward curing your stomach ache.

The RhetoricThere are voices in the media demanding change. The word has been worn out. Again, change for the sake of change is not progress.

When you sense the need for change or you design an intentional change in the way your business operates, be sure you are designing progress toward a new goal.

I know companies who have launched major change initiatives (they call it that) with the intent to become more profitable, increase margin, find efficiencies, or become more competitive.

Those are great objectives.

Yet what they are really saying is we need progress forward to be better situated for growth and survival in our industry.

Too often the well-intended change that is initiated gets bogged down in all the adoption and adaptation process. As soon as the change feels hard and resistance begins to mount, plans are adjusted.

Many times the shift is pulled back or canceled in the face of resistance.

Living Through the CurveRoxanne Chugg writes: “The fact is that most change initiatives are done “to” employees, not implemented “with” them or “by” them. Although leaders are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels and resist or even hijack the change.”

There is a popular model that describes the change cycle. Dr. Virginia Satir first introduced this model when explaining emotional life-changing events in family therapy. However, it has been widely adopted in change management circles to help businesses plan for and implement change.

The “S” shape of this curve helps us see the complexity of making a change. When applied to a work team, each member of the team will experience their own progression through the curve, each moving at their own pace.

The key matter here is that everyone in the organization faces their own emotional curve when forced into change. Acceptance or adoption of the change is dependent upon the progress one can make moving through the curve.

If plotted together on a single graph you could see the lag points where the manager/leader may be further along the curve than his people. If the leader is not sensitive to this lag factor, then the message from the top might be skewed.

The leader could be thinking “Come on people, don’t you get this? Why aren’t we further along?”

In reality, the team may be lagging behind the leader’s position moving along the curve. A little bit of lag is normal. However, the leader must decide how much lag is tolerable.

Back to ProgressGiven the tremendous effort and disruption a change may cause at work, leaders must be mindful of the progress being made.

Leaders need to ask: “Is the company moving ahead because of this change or are we merely spinning our wheels, burning out the staff, and creating very little value?”

Question: What change initiative has your company gone through recently? Or were you the one directing it?

The post Change and Progress, Are They Twins? appeared first on Business Advisor and Executive Coach | Doug Thorpe.

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Travel benefits us on many levels, opening our minds to creative thoughts and ideas we can tackle as we move forward. Observation can be one of the most incredible learning experiences, particularly when we travel to various countries and meet people from different cultures. By using all our senses (including taste), we deepen the experience to realize how to proceed with business intuitively upon our return.

Observe for Moving Forward

We are a global society, and it was a pleasant surprise to see photos and quotes of well-known CEOs of American companies in the lobby of an Italian hotel.

Steve Jobs, the ingenious creator of Apple, established a remarkable company known and admired globally today. Tim Cook and his team took the company and its innovative offerings to levels never previously imagined. Upon entering a hotel in a suburb of Italy, it was to my surprise that I saw a few of Jobs’ quotes posted in the lobby of a hotel in Italy, including this one:

When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something.

Creativity On Multiple Levels

Another element of creativity at the same hotel is its restaurant cuisine offerings. The presentation and taste of the food were remarkable. I was motivated to take a photo of thinly sliced, smoked swordfish I had never eaten before, and the presentation was artful.

Progressing from Ancient Times

It was a treat to visit the ancient cities of Croatia and Montenegro, which were built long ago. According to a Google search, the first city walls were built in the 9th century, about 1600 years old, but were entirely rebuilt during the Venetian Period (1420 – 1797).

The walls were built high in the hills overlooking the Mediterranean Sea.

Speaking of imagination, how did the people have the knowledge, skill set, and tools to build the remarkable fortresses? Moreover, how was everything carried to the hilltops? Some speculate that ancient aliens assisted with pyramids of the past; could the same apply in this case?

Reflecting

Seeing the ancient cities, walking the cobblestone sidewalks and roads, and speaking with small-business owners gave way to reflecting on all I appreciate about my work and personal life. The reflection emphasized how I am to focus on my return and what to pursue moving forward.

Look to the Sky and Observe for Moving Forward

As time passes, continue to embrace all the learning lessons, both good and bad. These events point one to a better path for a fruitful journey. Disappointments happen daily but incorporate what you learn into your next project or journey to improve future outcomes.

Remember, it does not matter what your peers believe about your ambition; what you think and how you decide to proceed matters most. If you need proof, in addition to your long-term and short-term goal setting, make a separate list of your fulfilling goals achieved as time moves forward. It motivates you to continue your unique path regardless of what others say. Retaining your unique identity and approach to business and everyday life will seem like some unforeseen accomplishments magically occur.

Conclusion: Look to the Sky and Observe for Moving Forward

The reflection during vacation and upon my return confirms that the creative mind may work in mysterious ways. Following our intuition, the success we desire upfront eventually appears when we remain faithful to our ambitions and goals.

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Ego, the Latin word for “I,” involves a sense of self-importance that can slow down personal growth and negatively impact interactions with other people. This term is used to define our own sense of self-worth. Often, it is applied in a negative context, with the phrase “inflated egos” associated with arrogant or unapproachable leaders. On the other hand, leaders without healthy egos may struggle to inspire confidence and trust in their teams. So, when it comes to ego management, there’s a delicate balance to strike. Egos can be both a blessing and a curse.

Difference between Ego and PrideWe need to know a subtle difference between ego and pride though it is often used interchangeably by many. However, these two words are interlinked since they refer to a state of mind of an individual. Ego can be defined in simple terms as the way how a person perceives him/herself.That is how the particular individual thinks, feels, and distinguishes him/herself from the rest.Pride, on the other hand,is a feeling one may get after an accomplishment or a success of oneself and someone else. This is the key difference between the two.

Let’s assess who these ego-centric people are around us?

1. Control FreaksOne of the most prevalent ego traps in leadership is the desire to control and dominate every aspect of their businesses. Leaders who fall into this trap struggle to delegate tasks, micromanage their subordinates, and avoid feedback. To overcome this trap, leaders must learn to trust their team members, empower them effectively, and embrace collaboration and diverse perspectives.

2. Individual DecisionmakersLeaders with inflated egos are bound to fail eventually in one way or the other as they love to listen to themselves only. As a result, they avoid taking risks and seek feedback from their team. Instead, they make unilateral decisions to protect their ego and sometimes they avoid making any decisions. However, failure is an inevitable part of leadership and offers valuable learning opportunities. Leaders should cultivate resilience, adopt a growth mindset, and encourage experimentation and innovation within their teams.

3. Recognition SeekersSome leaders promote self-recognition and status over anything else in their respective organisations. A classic example is they would be over-cautious to know in advance where exactly they are seated at an event — be it a corporate dinner or an award night. They go through this Me-Centric syndrome all the time. They stay engaged in self-promotion, taking credit for their employees’ accomplishments, and prioritise their own agenda over collective business goals. True leadership involves humility and a commitment to serving others rather than seeking personal glory.

4. Inflexible & Closed-mindedEgo-centric leaders strongly advocate that it’s their way or the highway and are resistant to change over new ideas. They remain strong advocates of the status quo. They consider their past successes as the only way to look to the future, without realising that times have changed. This closed-mindedness stifles innovation, creativity, and adaptability within the organization. Leaders should remain open to feedback, embrace diversity of thought, and cultivate a culture of continuous learning and improvement.

5. Overconfident & ArrogantWhile confidence is an essential trait for effective leadership, excessive self-assurance can lead to arrogance and hubris. Overconfident leaders may underestimate risks, dismiss feedback, and make reckless decisions that harm their teams or organizations. Cultivating humility, seeking diverse perspectives, and acknowledging limitations are essential for tempering overconfidence.

How to escape these Traps?Here are five tips to help leaders identify and overcome “ego traps.”

1. Go through Personality Assessments

Every leader must know his/her personality type. For that, they must acquire the learning agility that follows their own path to maturity and neutralising their ego. This is because individual behavior is a result of our life experiences and beliefs. So, it’s important to understand how our most powerful personality traits drive our behavior. This will help us avoid affinity bias. Multiple types of assessments aim to measure personality traits, like the Myers-Briggs personality test and Rorschach Inkblot Test.

2. Identify a Role Model

Let’s learn to associate with the best people around. Identify role models within and outside the organisations who can guide us to operate on a positive note. Mature leaders are good mentors and active listeners who create authentic cultures where employees thrive. Let’s consider a leader like this to be our role model. This will help us examine our ego-driven behaviour and guide you toward psychological maturity.

3. Sharpen People Skills

Leadership is all about people. Talking to them, mentoring them, coaching them, resolving their issues, and becoming more mature while using their positions to help others achieve their goals. Learning must continue at every stage of our careers to refine management styles to help teams succeed by providing constructive feedback.

4. Learn to Let Go

Success is not only about individual achievement and power, but it is also about being thoughtful and reflective on account of others in our teams. By relinquishing control, we promote a sense of trust in our team members and overcome our sense of being in power. We must understand the real meaning of “letting go” and “stepping back’ in organisational context. We need to understand why we get attached to people or things in the first place.

5. Stay Empathetic

InTim Cook’s 2017 MIT commencement address, he warned graduates, “People will try to convince you that you should keep empathy out of your career. Don’t accept this false premise”. The Apple CEO is not alone in recognizing and emphasizing the importance of empathy — the ability to share and understand others’ emotions — at work. At the time of his remarks, 20% of United States employers offeredempathy trainingfor managers. In arecent surveyof 150 CEOs, over 80% recognized empathy as key to success.In short,Empathyis the ability to see things from another’s perspective and feel their emotions. Putting yourself in another person’s shoes might lead you to act with compassion and do what you can to improve their situation. In doing so, you can reduce the other person’s distress as well as your own.

In a NutshellTo conclude, let’s understand that ego can be both a driving force and a stumbling block in leadership. By recognising and overcoming common ego traps, leaders can foster a culture of collaboration, growth, and success within their teams and organisations. Cultivating humility, empathy, and a commitment to lifelong learning are essential for effective leadership that prioritizes the collective good over personal ego. While confidence and self-assurance are often necessary traits for effective leadership, unchecked ego can lead to a host of problems that hinder personal growth and team success.

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The global manufacturing industry is undergoing a paradigm shift as companies embrace digital transformation. As businesses strive to stay competitive in an increasingly digital world, manufacturers are adopting advanced technologies to optimize their operations, enhance productivity, and drive innovation. Digital transformation in manufacturing isn’t just about implementing new technologies; it’s about rethinking how organizations work at every level, from the factory floor to the executive suite. The following steps provide a comprehensive approach to achieving digital transformation in manufacturing, enabling companies to unlock greater efficiency and growth.

Define a Clear Vision and StrategyA successful digital transformation starts with a clear vision and strategy that aligns with the business’s overarching goals. Without a well-defined plan, even the best technology investments can fail to deliver value. Manufacturers should begin by understanding their current state, identifying areas of inefficiency, and outlining specific objectives for the transformation. This could include improving operational agility, reducing costs, or enhancing product quality.

Once the vision is in place, it’s essential to engage all key stakeholders in the planning process. This includes executives, operations teams, IT personnel, and even frontline workers. Their insights are invaluable, as they often hold deep knowledge about the processes that require improvement. By fostering a collaborative environment, manufacturers can ensure buy-in across the organization and tailor the transformation to meet the needs of every department.

Finally, setting measurable milestones along the digital transformation journey is crucial. These benchmarks will allow businesses to assess progress, make necessary adjustments, and celebrate successes. A clear roadmap not only guides the transformation but also helps maintain momentum, ensuring the company stays on track toward its long-term goals.

Invest in Cutting-Edge TechnologiesAt the heart of digital transformation lies technology. To remain competitive in the digital age, manufacturers must adopt advanced technologies that enable data-driven decision-making and operational efficiencies. These technologies can range from the Industrial Internet of Things (IIoT) to artificial intelligence (AI), machine learning, and robotics.

The Industrial Internet of Things allows manufacturers to connect machines, sensors, and systems, creating a network of smart devices that can communicate and collaborate in real-time. This connectivity enhances predictive maintenance, reduces downtime, and optimizes production processes. Additionally, AI and machine learning algorithms can be used to analyze vast amounts of data, uncover patterns, and provide insights that lead to more informed business decisions.

When investing in these technologies, it’s important to ensure seamless integration with existing systems. For instance, manufacturers can leverage platforms like VisualSP to provide in-context support for digital tools, offering employees real-time guidance without disrupting workflows. Such platforms improve user adoption and ensure that employees can maximize the benefits of new technologies with ease.

Foster a Culture of InnovationOne of the most critical aspects of digital transformation is the cultural shift required within an organization. Manufacturers need to foster a culture of innovation, where employees feel empowered to embrace new technologies and experiment with new ways of working. Without a willingness to change, even the most sophisticated technological advancements will be underutilized.

To cultivate this culture, leadership must lead by example. When senior leaders demonstrate openness to innovation, it sends a clear message throughout the organization that digital transformation is a priority. Encouraging collaboration and cross-functional teams is another effective way to foster innovation, as it brings together diverse perspectives and skill sets that can drive creative solutions.

Additionally, providing continuous learning opportunities is essential. As technologies evolve, so must the skills of the workforce. Offering training programs and resources to help employees stay up-to-date with the latest digital tools ensures that they can contribute meaningfully to the transformation effort. A culture that promotes curiosity, experimentation, and continuous learning is one that will thrive in a digital-first manufacturing environment.

Prioritize Data and AnalyticsData is the fuel of digital transformation. The ability to collect, analyze, and act upon data is what separates successful digital transformations from those that falter. Manufacturers generate vast amounts of data every day—from production lines, supply chains, and customer interactions—yet many struggle to turn this data into actionable insights.

To overcome this, manufacturers must prioritize data management and analytics capabilities. Investing in data analytics tools that provide real-time visibility into operations enables manufacturers to make faster, more informed decisions. These insights can be used to improve product quality, optimize resource allocation, and reduce operational inefficiencies. Moreover, advanced analytics can help anticipate trends, allowing companies to proactively adjust to changing market conditions.

Building a solid data infrastructure is equally important. This includes ensuring data is accurate, secure, and accessible across the organization. Many manufacturers are turning to cloud-based solutions that allow them to scale their data capabilities and support collaboration between departments. With the right infrastructure in place, companies can harness the power of data to drive continuous improvement.

Leverage Automation and RoboticsAutomation and robotics are revolutionizing the manufacturing industry, enabling companies to enhance productivity and reduce costs. By automating repetitive and manual tasks, manufacturers can free up their workforce to focus on higher-value activities, such as innovation and problem-solving. This shift not only increases efficiency but also reduces the potential for human error, leading to more consistent product quality.

One of the most prominent applications of automation is in the use of robotic process automation (RPA) and collaborative robots, or “cobots.” Cobots are designed to work alongside human operators, enhancing their capabilities rather than replacing them. These machines are equipped with advanced sensors and AI-driven algorithms that allow them to perform tasks with precision and adaptability, making them ideal for complex or hazardous work environments.

However, implementing automation requires careful planning. Manufacturers must assess which processes are best suited for automation and ensure that their workforce is prepared to work alongside new technologies. Training employees on how to operate and maintain automated systems is critical for long-term success, as it ensures both human and machine can collaborate effectively to drive operational excellence.

Enhance Cybersecurity MeasuresAs manufacturers become more connected through digital technologies, the risk of cyberattacks increases. Cybersecurity must be a top priority during the digital transformation journey to protect sensitive data and ensure the integrity of production systems. A single security breach can disrupt operations, damage a company’s reputation, and result in significant financial losses.

Manufacturers need to adopt a proactive approach to cybersecurity by implementing comprehensive security protocols and technologies. This includes firewalls, encryption, and intrusion detection systems, as well as regular security audits and vulnerability assessments. Additionally, educating employees on best cybersecurity practices is essential, as human error is often the weakest link in a company’s security defenses.

Many manufacturers are also turning to advanced cybersecurity solutions, such as AI-driven threat detection systems, which can identify potential risks before they lead to breaches. By continuously monitoring systems and analyzing data for suspicious activity, these solutions provide an additional layer of protection. In an increasingly digital world, robust cybersecurity measures are non-negotiable for manufacturers aiming to secure their digital future.

Ensure a Scalable and Sustainable TransformationDigital transformation is not a one-time project but an ongoing journey. To ensure long-term success, manufacturers must focus on scalability and sustainability. This means adopting technologies and practices that can grow with the business and adapt to changing market conditions.

Scalability is particularly important as businesses expand or introduce new product lines. Technologies such as cloud computing, modular automation systems, and scalable data platforms enable manufacturers to adjust their operations with minimal disruption. Additionally, investing in sustainable practices, such as energy-efficient machinery or green manufacturing processes, can help companies reduce their environmental impact while also improving their bottom line.

To sustain digital transformation, it’s important to continuously revisit and refine the strategy. As new technologies emerge and market demands shift, manufacturers must remain agile and open to change. Regularly evaluating the effectiveness of current processes, gathering feedback from employees, and staying informed about industry trends will help ensure that the transformation is not only sustainable but also delivers ongoing value.

By following these comprehensive steps, manufacturers can navigate the complexities of digital transformation and position themselves for long-term success. From defining a clear vision to fostering innovation and prioritizing cybersecurity, each step is critical to building a resilient, competitive, and digitally empowered manufacturing operation.

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On Deepavali Eve, my partner called to inform me that it was happening again. I had texted partners and employees early in the morning and followed up multiple times. He reminded me of such a behavioral pattern in January, which resulted in an organization’s implosion, and almost all employees left.

I tried to explain my side — first, how the organization was chasing deadlines, and then how I was built. His point was that if the employees did not understand the importance of deadlines, they wouldn’t do it anyway. And some things, my friend, do take time.

Fact. That is just about right. If only, the organization could grow at everybody’s whimsical pace. I was the managing partner and therefore responsible for all facets of the organization. But sometimes, that is just the honorable name for a beast of burden. My other partners are smart, learned, and perhaps, even wise. They have their fries in the oven.

Here, I decided to step back. Well, that’s that.

I strongly dislike the term “silent partners.” These partners possess substantial equity in a company and usually have their positions due to passive support from a group of founders.

The managing partner and operating partners are supposed to run the show. The silent partners are to be just that — silent. So, I realized that when I rushed to seek help from them — their purpose of existence anyway — I was not getting the support I needed. But in review meetings, the remarks of dissatisfaction and innovating answers of why they are yet to be satisfied enough to contribute — they expressed that their contribution was a risk they would not take yet.

The load on me, the managing partner, has piled on as a result. There are deadlines because some transactions were coming to fruition. The complaint that the product was not there for fundraising is now gone.

The most frustrating aspect of their approach is their indifference and silence. From just seeking help, I am not sure if they want me to pray and beg, that I would not.

I operate from Chennai, which is about 300 km away from our office in Bengaluru. While Bengaluru is an attractive city, I can’t afford to relocate there. My wife prefers to stay in Chennai due to her familiarity with the area and the support network she has established here. My previous move to Mumbai was a disaster, so I am very cautious about considering another relocation.

We are well-equipped to work remotely. My business partner works from Mumbai and can effectively handle her responsibilities. The challenge we face is that, since we operate remotely, I rely on frequent updates from our employees to keep things moving forward.

When the updates are unclear and undefined, I have to get specific and more frequent updates and follow-ups.

I designed the roles of program manager and operating partner to oversee the business-as-usual processes. Initially, everything was going well; however, issues began to arise in January when deadlines started to be missed. I faced criticism for my aggressive follow-ups and for sending messages at inconvenient times. The program manager left, and a new team gradually settled in after a mass exodus. Currently, the team is still short three qualified candidates, and we have encountered challenges related to working capital during this difficult period.

I established a daily huddle mechanism in which I participated. The partner who advised me at the beginning of this process suggested that I step back. I handed over the assignment to the new program manager and stepped away from direct involvement. Since then, things have generally gone well. While there have been a few minor issues, the new team has come together effectively and is emerging as a cohesive workgroup.

Then, there are new operating partners who funnel their requests through me. The transmission of these priorities from working partners to the team is critical. This is the unaddressed space.

Why am I responsible? Because I don’t want anything to go wrong. If somebody understands the requester’s priority, then my job is done. Somehow, that is the reason for the current situation. However, it also brought forth, the challenge I posed.

Once again, I have the responsibility of setting the stage. Therefore, I have decided to take a step back.

Instead of making impetuous decisions or snap judgments, we must step back, sometimes, and grant ourselves time for slow thinking, allowing critical thinking to open deadlocks and clear up clouds dimming our journey.

― Erik Pevernagie (“The postman always rings twice”)

*Step Back and Observe: *

Stepping back means allowing myself to be for a while simply. I plan to remain quiet and inactive, letting time pass to observe how people collaborate without my involvement. This approach differs from my usual style. However, as a visionary and someone responsible for strategy and operations, I recognize my right to intervene if necessary. For now, though, I will hold my opinions and be discreet about follow-ups and interventions.

*Set Rules of Engagement: *

There will be a Category B, where the team can talk to their supervisors, which is business as usual. There will also be Category A, which deserves my time, attention, and decision-making. This will evolve into an informal mechanism that will slowly become an unspoken rule. This way, adoption will be more effective.

*Review and Support: *

There are already designated review time slots. I will focus on engaging with the team only during these times. I will ask for updates before meetings and minutes after. The team will run the meetings, and I will offer help only when needed.

*Give It a Month: *

Let’s try this out in November and share the results and learnings afterward. Why don’t we wait until then?

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My recent post on “Musical Thinking” drew excellent comments. I found that some of the commenters summarized the idea of my post better than I did.

This was initially surprising for me. Thinking more about this I concluded that it is the “The Proximity Effect” that is in play.

The author focuses on the main idea but the readers focus on the whole article. Besides, the author is very close to what he is writing which may blur his eyes from seeing the whole post clearly.

Back to the Musical Post, Dennis Pitocco summarized it very elegantly. He wrote, “What a great analogy, my friend Ali Anani, PhD … Ideas are the building blocks of creativity, and just like musical notes, they sound best when harmonized. A diverse team, like a well-orchestrated ensemble, can create something truly magical when everyone plays their part and works together. It’s a reminder that the whole is greater than the sum of its parts.”

This comment coincided later with a comment from Sujit Patel in which he wrote. “– If an individual is good at a musical instrument – chances are he/she might or might not make it to a commercial success. Now, Instead of each individual playing an instrument in a silo – why not – play in an orchestra/band – where a group of performers is showcasing their art on various musical instruments, for symphonies, theatricals, opera, etc. – all guided by the conductor/director”.

This comment invoked two ideas that I want to share with the readers. First, one is about the “Team Blurring Effect” in which the noise from the individual is hidden by the beauty of the teamwork.

Blur effect distorts the detail of an image which makes it less clear. The most common use of image blurriness is to remove noise from the image.

Teamwork does that for the individual in a similar manner to a band concealing the noise of individual musicians.

The other effect is the “Team Uplifting Effort”. This includes the synergistic part which Dennis Pitocco expressed in his comment, “. It’s a reminder that the whole is greater than the sum of its parts.”

The other part is the uplifting of individuals’ performance by “beautifying” their work in hiding their noises. Not only do we uplift the individual’s productivity but also that of the team.

Team leaders are like great musicians and photographers. They know how to blur the shortcomings of their team members and make them look great within the team effort.

Team leaders are not pursuing defects in others, but in beautifying them and planting confidence in what they do.

It is not a game of finding defects; it is in hiding them so that the good efforts shine out. This boosts the morale of every team member and amplifies the effort of all team members.

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I recently said this to a client I was working with…

All the problems we encounter and all the opportunities we create, stem from what goes on in our minds. That’s why studying and being more aware of the mind is so fascinating.

He agreed and immediately looked up the word psychology. He discovered it comes from the Greek words psyche, meaning soul or mind, and logos, meaning study or discourse. Combined, psychology literally means the study of the soul or the study of the mind. The word has evolved over time to encompass the scientific study of behaviour and mental processes, reflecting the broad scope of the field as it is understood today.

If psychology is concerned with studying how we humans experience life, we might ask what are the principles that underpin it.

In my own journey looking at this question, I landed on these three principles:

1. Thought: we have a capacity to think. We humans receive between 70 and 150 thousand thoughts a day, most of which we’re unconscious of. By ‘capacity to think’ whatever we do think, I’m talking impersonally, as one principle making up experience. This capacity is distinct from your or my personal thinking.
2. Consciousness: whatever thoughts we are aware of come to life via the gift of consciousness. Thoughts arrive in consciousness neutrally, before, quick as a flash, we fuse meaning into them. Whatever that meaning-making happens to be, it shows up as sensations and feelings in the body. We get tingles of excitement, knots in the stomach, sweaty palms, and feelings that range from joy and bliss at one one of the scale to shame and guilt at the other end.
3. Being alive: how we got here, with the gifts of Thought and Consciousness is somewhat mysterious. Often referred to as ‘The God or Spiritual Principle’, it refers to that formless energy that underpins all things and is beyond any one human’s intellect. It may be collectively felt, and if experienced profoundly, either naturally or under the influence of psychedelics, is ineffable.

Suffice to say, for our purposes here, without being alive and having the gifts of consciousness and thought, human experience of any kind whatsoever cannot form. To test how true this is for you, see if experience exists should you take one of these principles away. Have no thinking capacity? Not conscious? Not alive? Your moment-to-moment experience resides in these three principles.

Another way to think about them is to sit with the idea that you, me, and everyone else on the planet are doing the best we can given the thinking we are experiencing. Should that look vaguely true to you, you might avoid doing what I used to do, hurtle into the world of blame when business problems arise. And instead, seek to understand precisely what thinking might be causing people to feel and act as they do. Understand that and new solutions may appear that otherwise would not if we’re caught up in the blame or any other game.

Psychology and how it relates to business problemsArmed with the above principles, let’s take a look at how people experience some common business problems.

#1. Cash Flow Management

At one time I worked as an accountant. The cash-is-king mantra rang out in my head a lot. Metaphors like cash are the lifeblood of the organisation too. Whether we had just the right amount of cash to do what we needed to do, was a good measure of the firm’s health.

Cash doesn’t always flow at the same rate though, in or out. It can also debase over time, think how much £100 buys you today compared to just five years ago. Holding too much of it is not good, not having enough bleeds you, and creates dependencies on other providers of funds such as banks.

There are many systems for managing cash flow. The numbers they produce, however, reflect the psychology of those who influence how cash flows most. If you think hoarding cash, for that rainy day, makes you feel safer, doing just that would make complete sense. Conversely, if you think holding as little as possible frees up cash to reinvest in the business or elsewhere, just-in-time systems will appeal more than just-in-case ones.

How cash is managed is governed by whatever makes psychological sense to key influencers. What makes the most sense to you?

#2. Market Competition

Staying ahead of competitors can seem like an obsessive preoccupation to some. It taps into that survival-of-the-fittest meme wrongly attributed to Darwin. Tactics like deliberate price undercutting, limiting access to resources, and dirty tricks in marketing campaigns can result.

Conversely, I know of purpose-driven firms in the healthcare sector that is so determined to help patients live independent lives at home surrounded by supporting neighbours, that they train their competitors how to accomplish this in less-expensive-yet-more-patient-centred ways. You might call that a collaborative approach to competition.

Once again, how an organisation competes, reflects the dominant ideas present in its leaders’ psyches. What’s in yours?

#3. Regulatory Compliance

Some leaders resent compliance with industry regulations and laws. They think it’s too complex, time-consuming, costly, and an attack on their free will or free market principles. “Too much red tape” is a rallying call in political circles too.

This was the case when the Financial Services Authority became the Financial Conduct Authority here in the UK after the financial crisis of 2007 / 8. The switch to the regulation of conduct reflected how the integrity of the market as a whole can suffer when actors in it make up their own moral code when faced with a chance to make a lot of money even at someone else’s expense. Nowadays, unlike back in the noughties, named individuals in financial services firms carry personal liability and potential imprisonment for rule breaches. A long way from the laissez-faire ideals of those pre-crash times.

Others see compliance regimes as the minimum and use it as a base to build off; to do even more than the regulations require. Outstanding schools that see the national curriculum as just a baseline, rather than the standard to reach, are good examples.

What would you say the predominant thinking on regulation is where you work? What impact does this have?

#4. Talent Acquisition and Retention

I’ve written a lot about culture and how I think of it as an overall feeling people have about the way things get done around here. A vibe that can attract new people to join, keep skilled employees, and bring out all staff members’ potential to adapt and develop as changes in their operating environment unfold.

For instance, I recently spoke to someone who was creating what they called a prejudice-free culture. It was premised on the fact we humans are essentially the same in that we each navigate our way through life using the three principles described above, whether we’re aware of them or not. Prejudice is what she called “contaminated thinking”. It only led to notions of inequality, exclusion, and a lack of diversity; three traits that inhibit how organisations learn and adapt in these uncertain times.

While prejudice could be understood, given how deeply rooted it is in our societal culture, her view was we don’t need to blame people from all backgrounds for being contaminated. The main issue is to be aware of it and dissipate thinking that doesn’t help living a prejudice-free existence as much as possible.

This thinking is a far cry from employees being viewed through the lens of cost, or a resource that needs to be tightly monitored and controlled if it is to deliver that which is expected. This creates a very different vibe, which if accompanied by overly competitive, silo-like working, can become toxic.

Once again, people’s willingness to join you or leave is, in part at least, a function of the vibe present in your workforce, which, in turn, is driven by a leadership mindset when it comes to how best to get people to work with and for you.

#5. Technology Integration

What do you think about the technological changes that have taken place in your lifetime?

From air travel to the mobile revolution to artificial intelligence, do these disruptions excite and enthrall, offering up new opportunities or evoking that well-worn idea that we humans don’t like change, despite it being pretty constant and fast of late?

See how minds work here? If you’re implementing a change of whatever kind, technical and behavioural, people’s sense-making will differ. And it’s through understanding why those differences exist that gives you the best chance of seeing what the next best step for your project might be.

#6. Customer Satisfaction

Ever had the experience of a waiter in a restaurant wishing you a nice day but not really meaning it – as if that’s what they’ve been told to say?

Often, client satisfaction is thought about in mechanistic terms – say this twice, that three times, and this when the customer leaves. That’s what gets measured and conclusions about satisfaction levels drawn.

It’s quite different to clients saying of their own accord how a supplier really ‘gets’ them, listens so well to what they need but don’t have, and responds to this in delightfully surprising ways. This is about trust and delight not just satisfaction.

What’s in your leaders’ and teams’ psyches when it comes to serving those who depend on the work they do?

I have found the psychological lens really useful in my work. Sure other issues like systems, processes, procedures, contracts, rules, and incentives matter too, but how these are designed and implemented still reflects the deeper thinking we each live from, but often aren’t aware of.

The golden nuggets regarding how best to initiate and lead change lie in understanding thoughts embedded deeply in our individual and collective psyches. Surfacing these and helping people perform at their best, no matter what circumstances they’re in, becomes much easier.

Thanks for being here. I hope you’ll join me next time.

Until then,

Kindest,

Roger

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Is it ever beneficial to intentionally send the wrong message? That’s the question that drives the conversation when Richard Bistrong, Ron Carucci, and Heather R Younger, J.D., CSP® join the ethics panel to Grapple with the Gray.

Here is our topic: Earlier this summer, a CEO and tech entrepreneur named Rob Dance ignited a firestorm on Twitter with a post titled: “Things I’m sick of hearing from my employees.” His list included: Can I leave early today? I’ll be in late this morning. My child is sick, can I rush off? I’ve got a doctor’s appointment tomorrow, is that okay? I’m going to be late back from lunch, I’ve got some things to sort.

He concludes with this pithy, editorial remark: I don’t care. Not surprisingly, the post attracted a barrage of critics, decrying his insensitivity and calling him a variety of colorful names. To which he replied with a short question: Did you finish reading the whole post? Because he concludes with these comments: “I hired you for a job and I fully TRUST you to get it done. I don’t need you to account for every single hour. Times have changed, and the workplace is different these days. People are sick of being treated like children. “All that should matter is that everyone is happy, and that the work gets done. My advice to companies: Treat your staff like adults. That’s it, that’s the big secret. Give them autonomy, respect that they have lives outside of work, don’t gaslight them into being grateful for not being fired every day. Output should always trump hours.”

One of my mantras is that Trust is the T in ETHICS. But is it wise to trust that readers will make it to the end of a provocative post and not miss the twist at the end? Does this style come across as snarky or refreshingly candid? Is it worth the risk of being misunderstood to make a critical point? And aside from style, is Rob Dance’s advice practical in a culture where so many employers complain about workers slacking off and shirking their responsibilities? And if it is, why does it seem to be so rare?

Richard Bistrong is CEO of Front-Line Anti-Bribery, LLC, assisting organizations with ethics, compliance, and anti-bribery challenges to help surface unknowns and shine a light on the real-world importance of operationalizing ethics & integrity.

Ron Carucci is the owner and managing partner of Navelent, helping organizations articulate a strategy for success, translate that strategy into results, and develop exceptional leaders along the way.

Heather Younger is a Certified Speaking Professional and LinkedIn Learning instructor. She is also CEO and founder of Employee Fanatix, helping equip companies and organizations with the intelligence they need to improve the quality of work life for their employees.

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For our struggle is not against flesh and blood, but against the rulers, against the authorities, against the powers of this dark world, and against the spiritual forces of evil in the heavenly realms. Ephesians 6: 11

Can our businesses and careers be subject to attack by the ‘spiritual forces of evil’? And, if so, what does that look like?

Scripture can shed some light on this subject. We know that Job was attacked by Satan, and lost his business, his family, and his home. That is as clear a case of Satanic attack as there is.

More subtly, we know that the Israelites, in their many seasons of falling away and worshipping strange gods, were often condemned for taking advantage of the poor and striving after money and wealth. These actions were certainly empowered by the spiritual forces of evil represented by the various false gods. Evil twisted their business to its own end.

And remember that Jesus, at the very beginning of his ministry, was subjected to Satan’s temptations.

So, we have some indications in scripture that evil can and does influence our marketplace lives. In order to examine the practical, day-to-day manifestations of evil in the marketplace, we need to rely on the experience of wise and mature Christian men and women who have striven against evil forces in the marketplace for years.

For a practical answer to the question “How do the powers of the dark world and the spiritual forces of evil war against our careers and businesses?” here is one person’s opinion. I see evil operating in the marketplace in these ways.

1. Keep them on the bench.

Evil has removed most of the Christian businesses from the playing field and they sit comfortably on the bench. No need to personally attack these businesses and their executives. They have been removed from the game.

These are those thousands of Christian-owned businesses who never consider the idea that their business or career could be a ministry – a powerful force for good in the communities they serve. These folks compartmentalize their businesses. They think that since they attend church regularly, they can operate in the marketplace as if they had no relationship with Christ.

This is one of Satan’s greatest ploys. By convincing millions of Christian businesspeople that their business and careers don’t matter to God, he has effectively kept them out of the game. As a result, millions of people, across time and geography, have never been exposed to a loving God manifesting through the heart and action of a Christian employer.

1. Cripple them with false beliefs and paradigms.

Certain false beliefs serve to rob a Christian business of its power in the marketplace and keep it operating at a fraction of its potential. The forces of evil have sown some false beliefs among Christian businesspeople. Some of these are:

1. God isn’t interested in my business/career.
2. Ministry is only done under the auspices of the institutional church. So, my business is not a ministry.
3. If I am visible with my faith, I’ll jeopardize my business and offend people.
4. The obstacles to succeeding in business are too great for me to even try.
5. Success in business is all about making money.

No matter how pious you are, if you hold any or any combination of these beliefs, your potential has been severely crippled by the forces that instilled those beliefs into your head.

Until you rid yourself of these beliefs, your career/business will never reach its full potential to be a force for the kingdom.

There’s more.

These two major efforts of the ‘forces of evil’ are very successful and have served to keep the vast majority of potential Christian marketplace ministers on the bench and out of the game.

A few manage to emerge from this caldron of deceit. They see themselves as ministers to the marketplace and fully embrace that commitment. Since they attempt to be visible and impactful in the marketplace, they become subject to other sinister forces.

1. Harass and distract them.

For those who have embraced the ‘business is ministry’ concept and are committed to having a kingdom impact through their business and career, the forces of evil resort to a much more hands-on approach – attempting to deceive and discourage us.

Here’s an example of what this looks like in real life.

A number of years ago I was filming a series of lessons for Bible school teachers.

Everything that could go wrong did. We’d arrive at the studio to film, and the cameras didn’t work. Or the lighting technician didn’t show up. Or an important bulb had burned out. There was always some glitch that prevented or delayed the filming. No filming session went the way it was supposed to.

We saw the same thing in editing. The editing equipment didn’t work, even though it was new and state-of-the-art. The software had a glitch. It was one small delay after another. What was supposed to take a couple of months took almost a year. I remember, in a fit of frustration, shouting, ‘What is going on here?”

What was going on was Satan was trying to derail the project. Today, we call that spiritual warfare. For those of us in business it means that Satan will try to thwart our business effort and discourage us to the point where we give up.

It’s a very real issue for Christian businesspeople.

Here’s another example involving the publication of The Good Book on Business, my most recent book. The Lord led me to write that book, and I had a very real sense of his guidance as I wrote it. Getting it published was another story. First, I sent it to my literary agent, with whom I had worked for 20 years. He repackaged the book and tried to sell it to mainstream publishers, who all declined, saying it was too religious for their markets. He suggested I find an agent who dealt with the religious market, as he did not. I contacted a half a dozen Christian literary agents and was rejected because I was not a pastor with a big church following. My book didn’t have the potential for enough easy sales.

So, after almost a year of pursuing a trade publisher, I decided to self-publish. I found a suitable self-publishing company and got the book ready for them. While the book was going through the publishing process, we created a marketing plan to sell it. At last, the book was published. We were happy with it, and were about to begin marketing it, when the publisher announced that they were going out of business and would no longer support any of their titles.

We put everything on hold and set about publishing it through Amazon. The process turned out to take twice as long as we had hoped, as we experienced glitches at every step in the process. Finally, two years later than planned, we got the book out and began marketing.

I attribute all the glitches and the difficulties to harassment by the spiritual forces of evil. Satan did not want this book published and relentlessly tried to derail it.

Those are examples from my life, but they are hardly unique. Almost every Christian businessperson has a similar story of some effort being supernaturally hindered.

Satan is real, and the Bible indicates that he wants to destroy us and our works. He and his minions have the ability to intervene in circumstances and plant thoughts and ideas into our heads and in those around us in order to derail our efforts, discourage us, and eventually defeat us.

“Dogs don’t bark at tombstones. “I remember that expression booming from the lips of an old southern preacher years ago. His point was this – if you are just taking up space on the planet, like a tombstone, you won’t attract Satan and all the other detractors. But, if you are trying to have an impact, you’ll draw the attention of the forces of evil.

In our terms, if you believe that your business or your career is just about making money and has no potential to impact the kingdom, you probably won’t be bothered. Satan already has you where he wants you – distracted by money and impotent in the Kingdom.

If, however, you believe that your business and career can be a force in the Kingdom, and you are attempting to transform it into a Biblical business, you’ll attract the attention of the forces of evil.

In those circumstances, spiritual warfare is inevitable. You’ll be wise to prepare for it.

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In a world where change is often the only constant, developing leadership skills that enable change is crucial. Every employee in a management role must recognise the need for change, whether within their teams or the wider organisation, to help navigate evolving landscapes. This mindset is essential in competitive markets, where continual improvement is key to remaining relevant.

Yet, the process of change isn’t just about survival, it’s about making the most of opportunities to innovate, grow and thrive in an ever-changing business world. A significant number of studies show that a majority of change and transformation initiatives fail to deliver on the outcomes expected, that perhaps only about 30% actually deliver what was hoped for. Why, because leaders core leadership skills were not effectively developed.

Understanding Transformational LeadershipAt the heart of leading change is the concept of ‘transformational leadership’. This leadership approach is defined by its focus on motivating team members to broaden their mindset, exceed their usual limits and proactively participate in the process of improving day-to-day operations to transform the organisation.

By adopting this continuous improvement mindset, transformational leaders promote steady constant growth, ensuring an organisation remains current. Not to mention, avoiding disruptive and large-scale changes when the organisation discovers, after years of no change, it is well behind what’s needed which is common in many industries.

Encouraging out-of-the-box thinking and supporting creativity will enable transformation and boost organisational outcomes. It will also instil a sense of purpose and belonging among teams, not only improving engagement but promoting a commitment to the organisation’s vision and goals.

It’s important to understand that a significant driver of effective transformation is emotional–belief amongst employees in the vision leaders create. An employee’s effort will potentially increase by about 20% if they become rationally committed to a change – “it makes logical sense”. But if they become emotionally committed it can increase effort by over 40% – “I believe”.

Developing Leadership Skills for Growth and ChangeTo create an organisation that prioritises growth and change, and to optimise the number and quality of ideas developed by employees, there are some key actions to take;

1. 1. Create an Inspiring Environment – Establish a positive and motivational culture at the team level. Good leaders should inspire team members to contribute their best ideas, building a collective desire for improvement. This is about the leader listening, showing they care, and building trust. This is employee engagement.
2. 1. Encourage Strategic Thinking – Motivate team members to identify opportunities that align with the organisation’s goals and objectives. Understanding the bigger picture helps generate ideas that contribute to overall improvement, builds commitment, and enable agility whilst also breaking down silos. That then enables more effective collaboration across the organisation which further enhances performance.
3. 1. Positive Consideration of Ideas – Actively and positively evaluate the ideas presented by team members. This approach not only shows their contributions are valued, but also encourages a culture of openness and innovation. Constructive feedback is key, even if an idea doesn’t move forward it’s critical recognition for creating it is given.
4. 1. Effective Application and Support – Once viable ideas are identified, ensure they are supported whilst put into practice. This is crucial to turn these ideas from concepts into actionable and beneficial changes for the team and organisation. This also demonstrates to everyone that new ideas are welcome and actioned where they can be.

Implementing these steps effectively is essential for reaping the benefits of transformative leadership. But management teams also need to develop specific leadership skills that support and drive growth and change within their organisations;

• • Optimised task delivery skills – These are the foundation for success day to day even without change being required. Too often however these are lacking, data suggests that this is a critical barrier to enabling best outcomes and transformation.
• • Adaptive Thinking – Embrace a growth mindset by seeing change as an opportunity, not a challenge. This involves continuous learning and adaptability, which enables agility, key leadership skills for navigating an evolving business environment. This includes preparing contingency plans to ensure smooth transitions during organisational changes.
• • Strategic Vision – Master the art of strategic thinking then planning. This requires understanding the organisations key objectives and then setting clear goals and milestones for the team to support them.
• • Effective Communication – Develop the ability to communicate a vision effectively, inspiring and engaging others, showing how they contribute to the big picture and how that then benefits them. An effective leader will then use their enthusiasm to encourage change and further build belief to motivate the team.
• • Resilience in Adversity – Learn to view challenges as opportunities for improvement, encourage team members to support each other, to bring the team together in a focused way to overcome adversity. This leadership example is key in fostering a culture that views setbacks as opportunities for learning and development.
• • Team Appreciation – Prioritise recognising team efforts and celebrating successes. This not only reinforces teamwork but also boosts morale, creating a sense of achievement and belonging that drives a team towards wanting to be even more successful.

Becoming an Effective Leader Who Promotes ChangeAll in all, the development of leadership skills that are focused on growth and change is critical in today’s fast-paced world. By embracing transformational leadership, management teams can not only adapt to change but become catalysts for positive constant improvement within their organisations. Ultimately, business is about staying ahead of the curve and using change to your advantage.

When improving your leadership skills, it’s beneficial to look beyond the basics of decision-making skills and communication skills and step out of your comfort zone to explore new leadership styles.

“Just good enough” as a leader is in reality “not good enough”. You must strive to be your best – optimise task delivery, get the best from people and align to strategic objectives. That will Accelerate Your Success.

You can find out more about transformational leadership, including podcasts with successful leaders who have done it, and how it can benefit your organisation.

Why I wrote this article

As a leadership speaker and motivational speaker, my articles are focused on helping leaders beat the challenges they are facing and become more successful. They try to solve the key challenges leaders from amongst the over 22,000 from around the world I have spoken to have told me they face. Many of them are consistent.

As a leadership speaker, my objective is to help leaders use my Accelerate Your Success system to be more successful by equipping them with the tools and confidence needed to tackle challenges and seize opportunities then, as a motivational speaker, to inspire them to take the first step on their journey.

The insights in the articles are based on my 40 years of experience in “hands-on” leadership roles in the military, business, and Government, 25 of those delivering major transformations and developing the performance of senior leaders. That’s then interwoven with success stories from real business case studies.

As a leadership speaker and motivational speaker to ensure a successful event that delivers insight, interaction, inspiration, and impact tailoring is key. This focused approach is how I help leaders and their organisations to achieve their desired event outcomes – beating challenges, exceeding objectives, managing transformation and change, becoming Entrepreneurial Leaders, and whatever is critical for them to take action on afterward for success.

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You cannot lead others until you first lead yourself. You can lead yourself at your best only if you invest in yourself first.

– John Maxwell

A few months back I was on my way to do a photoshoot. This particular one was a beach location which I always enjoy. On this day, however, a fog had set in. What made it somewhat unusual was that a dense fog of that magnitude would likely occur in the early morning. However, this was a mid-afternoon shoot which caught me off guard.

Visibility on the beach was significantly diminished but the sunlight that peeked in through the clouds made for some fascinating shots. I was mesmerized by the beauty of the beach that day. The combination of the fog and piercing light gave me a new and much different perspective than I had ever experienced. It was truly memorable.

My approach that day to the photoshoot could have been one defined by frustrations over elements beyond my control. In photography, that is a common occurrence. One second you are ready for a shot and 30 seconds later the lighting changes or some other issue happens that momentarily alters your ability to take the photograph.

In photography, you can wait it out and make the necessary adjustments. I easily could have allowed the fog to cause me to throw in the towel and cancel the appointment, instead, I seized the opportunity to take some amazing photographs that I otherwise would not have been able to capture.

Life works this way too. Seldom does everything go according to plan all the time. Life happens. And when it does, you can either adjust and make the best of it, or you can be overcome by it.

There will be seasons when you find yourself in a fog as a leader. Call it a funk. Call it what you will, but you know what I’m talking about. You may be reading this now and saying “That’s me!”.

I must confess that I have been in a fog for several months. One of my strengths as a leader over the past few decades has been as a writer. Whether on my website’s blog, in my books, or contributing to magazines and other business publications, writing has been my go-to medium for communicating in the thought leadership space.

To that end, writing has always been a natural talent for me. Words have always flowed freely and any complaints from editors have centered around too many words, not too few. But for the past few months, I have found myself in a fog where my struggle was not figuring out what to do about too many words, but what to do about none.

If you are in a fog right now let me share a few lessons I’ve learned.

Don’t panic

From a meteorological perspective, fog occurs when the cool air mixes with the warm air over the water, the moist air cools until its humidity reaches 100%, and fog forms. In other words, it’s a natural weather phenomenon.

In leadership, it’s not uncommon to find yourself in a fog. It happens. But when it does, that’s not the time to panic, it’s a time to see your surroundings from a different perspective and draw on your leadership instincts to get through it.

Trust the process. The fog won’t last forever, but it will give you time to learn new things about your surroundings and yourself.

Learn from it

Before the photoshoot, I was confident about my camera setting. I had done this before. But the fog changed everything. When you find yourself in a fog, you will draw from a different or seldom-used skill set to navigate your way. Embrace it and refine it.

From a leadership perspective, we don’t like being in a fog. We tend to panic and feel like things are slipping away from us. But it’s the time you spend in the fog that you learn a lot about yourself and what you are capable of. Don’t despise the fog, learn from it and be a better leader for it.

Be patient

Here’s what I know – the fog doesn’t last forever. And while we don’t like being in one, the lesson here is simple – be patient. The fog will lift. You will come through it.

The Roman poet Horace said, “Adversity has the effect of eliciting talents which in prosperous circumstances would have lain dormant.” And this is the end game of emerging from the fog, to elicit talents and skills you haven’t used in a while. This will make you a better person and a better leader.

Featured image provided by the Author

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This story of mine uses on one hand the filter of direct experience in the field and on the other the comparison with the evolution of the world, of organizations, and above all of the people who live in them.

Capitalism could have a thousand meanings, positive or negative.

My thought is that capitalism has among its merits those, in particular, of having determined significant economic growth, but also innovation for society, not only for itself. The capitalist economy is not based only on quantity, but also on quality. A quality is capable of breaking traditions, pre-established mental patterns, and previous habits.

On the other hand, however, capitalism has revealed its fragile face in the lack of adequate protection and guarantee of some essential rights of each person. Important elements for people have been neglected, such as, for example, everything that concerns their health, relationships, family, and community.

It is for this reason that I believe that the maximization of profit ends up dehumanizing the economy and, therefore, it is essential to think of a more ambitious model, that takes entrepreneurs out of the monopolizing tunnel of profit, which obviously we must not demonize as such, and which opens the doors to a much wider range of opportunities.

In fact, we must also consider as capital the natural environment, health, psychological well-being of people, the spiritual sphere, society, and culture.

These are not spheres that can be put on the sidelines of a company’s business, because of its tension towards a profit that excludes any distraction.

This makes the call to ethics and social justice inevitable, to an economy at whose center is the well-being of each person, in an attempt to articulate new visions, with sustainability as a fundamental element, considering the concept of common good at the basis of the economy.

Adapting to a more humane and ethically sustainable model requires a decisive change of pace.

The new generations are also asking us to do this, as they no longer see work as the only answer to the question of meaning. Work is part of life and, in addition to enhancing personal skills and talents, it must not prevent people from realizing themselves through relationships, family, and the need to grow even outside of work dynamics.

So, here is the innovative element that can only be the impact assessment, which must become a parameter and guide for each assessment and each production.

We have numbers and technologies that we can put at the service of human development. Every economic fact must be correlated with what comes from it in terms of impact on people and the environment, generating inclusion and overcoming suffering and new poverty.

The aim, the objective, the purpose of the entrepreneur must be to generate profits also for the well-being of people; not only for redistribution, but use of such profits for positive actions of sustenance, training, and social inclusion.

The company must be understood as an integral part of society, in which the needs of citizens and communities weigh as much as the requests of shareholders, in which the entrepreneur directs the mission (free from thoughts of mere philanthropy) not only towards the achievement of profit objectives but towards the welfare of his collaborators and the community.

For this purpose, we need visionary capitalist figures, protagonists oriented without laziness towards change, towards a change of direction, towards the generation of value.

Humanity is ready for a new model, which puts people and their enormous responsibility at the centre of everything: respecting the biosphere and the rights of future generations, as well as those of all peoples.

Being human to me means recognizing vulnerability to experiences such as shame, judgment, and reprimand. Admitting our own limitations is the key to everything, and is a sign of courage.

And then, cannot miss the sense of humor, which is essential to survive difficult moments and to not take him/herself too seriously!

That’s all.

I am convinced that the best people are those who live and work putting their heart first (the one made of emotions, passion, fears, and courage. The one that fights. The one that forgives. And that helps. The empathetic one. The genuine one). If a person can then mix heart and head without ever losing sight of the focus on their goals, they can give life to success stories.

The core value of a company is humanity. The company is the place where we spend most of our lives: the workplace defines our existence, relationships, and quality of life. This is where the revolution for well-being and gratitude begins.

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With competition growing daily, firms have to be mindful of their activities in relation to the environment. It would be easier for any firm to find customers and business associates identifying with it, a factor that creates the need for all firms to develop green shipping practices. This equally means sustainable shipping reduces carbon footprint, and waste, and builds efficiencies within operations that translate into saving money and improving brand reputation.

Setting the Goals of Your Strategy Clearly

Before embarking on green, you need to have well-defined and measurable goals. These could be emission reduction, packaging waste reduction, or route improvement for fuel efficiency. Having such goals makes the pathway possible, and so does the benchmarking process. With these, you are able to track your improvements better, work out areas to refine, and gain a chance to inform your customers and suppliers of your achievements besides winning credibility in your search for sustainability.

How to Assess Your Shipping Practices

Careful examination of the present practices of shipping will highlight areas in which sustainable improvements can be made. Start by analyzing fuel use, packaging materials, and frequency of shipment. Consider such practices as LTL shipping, a process whereby taking multiple small shipments and making them into one larger shipment reduces fuel, and thus emissions. By understanding where the current inefficiencies lie, businesses are able to apply a targeted strategy for meaningful change in a sustainable and cost-effective manner.

Optimizing Packaging for Environmentally Friendly Shipping

The easiest thing in reducing excess packaging with the aid of shipping is one of the most straightforward methods to make shipment more ecological. By choosing minimum, recyclable materials and packaging only what is required, one can significantly reduce waste. In addition, shifting to biodegradable materials or reutilizing shipping containers encourages greater minimization of environmental impact. Streamlining packaging, on the other hand, helps companies minimize shipping expenses since less weight and space will be used up for every shipment. This, therefore, creates an efficient, sustainable shipping strategy.

Employing Green Transport Options

A sustainable shipping strategy would mean the implementation of green transportation options whenever possible. This involves partnering of companies with those carriers utilizing alternative fuels or hybrid vehicles while taking care that any delivery routes are optimized to reduce fuel consumption. Some even try to make the last-mile process considerably greener with electric or hydrogen-powered vehicles which could support local deliveries. Consequently, by adopting eco-friendly transportation options, companies are sending a message of care for sustainability that sits well in the minds of ecologically sensitive consumers.

Implementing Route Optimization Technology

In this respect, route optimization software will play an increasingly crucial role in any sustainable shipping strategy. This route optimization technology uses intricate algorithms in an effort to seek and identify the most efficient paths that reduce fuel consumption and cut down on idle times and delivery delays. This technology applies most appropriately to businesses with a high volume of deliveries; hence, the advantages of streamlined operations and cost savings will thus be more apparent. Route optimization underpins environmental sustainability but also enhances customer satisfaction because of timely deliveries.

Training Employees on Sustainable Practices

Besides developing an environmentally friendly shipping strategy that will benefit your company for years to come, all employees handling the process of logistics should be trained in green best practices. In fact, educating one’s team members in fuel-efficient driving habits, proper packaging, and efficient load handling secures their active involvement in contributing towards sustainability goals. Employees educated on why these practices are important are more likely to engage with and support your company’s environmental initiatives, and this will go a long way in embedding sustainability deeper in your business culture.

Measurement, Reporting, and Strategy Adjustment

It is vital to regularly measure and report on your progress regarding your sustainability goals. You could use KPIs based on fuel efficiency, waste reduction, and shipping costs in order to judge effectiveness. You may even seek customer and employee input as part of the continuous process of improving. This way, the adjustment of strategy, where necessary, would make it responsive to the changing market conditions, changes in regulations, and new technological developments.

Sustainability is like a process-one is bound to encounter setbacks. By building a long-term vision about sustainable shipping, one can be assured that the strategy grows every day and with every turn of business. Be open to change as new practices and technologies come along, making further adjustments in ways that best work towards your sustainability objectives. A strategic, forward-looking shipping strategy will enhance resilience while reducing environmental impact in business and enriching your brand’s position among customers and partners by being responsible and innovative.

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In this episode of The Sanity Project podcast, host Joanne Victoria speaks with Os Benari, a product management executive and author of “Starting from Scratch.” They discuss the challenges of managing change and the innovative concept of fractional work. Oz shares her insights on the audio industry and the importance of resilience in career transitions. She also explains her role as a fractional CPO and the advantages it offers. The episode delves into Os’s six-step model for change management and concludes with Joanne directing listeners to Oz’s website for further resources on career development.

Os emphasizes the importance of creating a role model for personal and professional growth and how it empowers individuals.

“Audio content is more than just a trend; it’s a landscape rich with innovation and growth. Os Benari’s stint on the advisory board of Audio Burst revealed the vibrant opportunities in this space. The audio industry’s evolution is a reminder that staying curious and open to change is key to thriving in modern career trajectories.”

“The post-COVID world has thrown the spotlight on creative career opportunities, and one that truly excites is fractional work. Its potential to reshape our professional experiences was a hot topic with Os Benari. This approach not only offers flexibility but also the chance to contribute to diverse projects. The evolving work landscape is calling, and it is ripe with possibilities for the taking.”

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It’s good to be thoughtful about the differences (which are big) between being a consumer versus a creator. Basically, every marketer and business wants to capture your time and attention – and increase your behavior as a consumer. But you’ll contribute to yourself and others – by spending your time as a creator. Being an active and engaged creator isn’t as “easy” as being a passive consumer of content, but… being a creator is what you were designed to do.

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ProblemsDo you sometimes go to a meeting and find the experience a struggle? You feel cross and tired at the end and wonder if the effort was worthwhile. Many meetings are like this, but they don’t have to be. It is utterly knackering when you have lots of these back-to-back.

Meetings are difficult because people feel they have to compete to be heard. The noisy ones find listening hard because they are bursting to speak. The quiet ones give up because they think no one will take any notice anyway, or they will be interrupted, so what’s the point?

These difficulties get worse if the subject is controversial or the objectives of the meeting are unclear.

SolutionsThe “Go Round”

You ask everyone to share their best thinking about the topic for (say) two minutes while everyone else listens attentively without interrupting. They will get their turn later. This format ensures everyone gets an equal chance to speak and be heard, so competing is unnecessary. Quiet people gain respect because their thinking is often clear and valuable as they work on it inside before they speak. The noisy people have to focus their thinking to get it into a fixed time, so it is often sharper than usual.

This simple method works even better if you go around the group in reverse order of seniority! If bosses go first, people will tend to agree with them, so you get less original thinking.

After a “go round”, you can have a more conventional discussion that will go well or extend the method. There is more about this in Nancy Kline’s “More Time to Think” book.

A storyI used this method to help a utility avert a damaging strike. Afterwards, my client told me, “That was brilliant, bill me what you like!”

Pairs and Share

When feelings are running high or everyone is confused, you need to increase the amount of attention in the room and give everyone space to think, talk, and be heard very quickly. Stop and have each person spend (say) two minutes listening to the colleague next to them about what they think and feel about what is happening and what should happen next. Then, swap roles. After this, use a quick “go round” as above to share conclusions. You will find the heat has left the situation and know what to do. This process is one way to use coconsulting or cocounselling in practice.

Clarify Aims

Coverdale training teaches a systematic approach for getting things done. One of their key ideas is that the aims of the activity (or meeting) should be clear to achieve anything. It is worth spending some time at the beginning of a meeting or item seeking agreement to what you are trying to do. Being awarely naive is very powerful if you are a member rather than a chairperson. “I think we are here to decide what we will do about developing our managers next year. Is this what the rest of you think we are here to do? You can also seek agreement on success criteria. You ask, “If this meeting was a complete success, what would have to take away at the end?” This sharpens up the focus no end.

Create the right setting.

If you want to have a discussion that can go deeply into an issue, especially a controversial one, then the right setting will make a huge difference. Many of the conventional settings are unhelpful. Emotional closeness often follows from physical closeness. So, think about being informal without barriers like desks and tables and sitting in a “huddle” where you can easily see and sense each other. Putting chairs in a circle will encourage participation.

You can also help to create a productive climate by stating the “norms” or rules for the interaction. For instance, you might say “This meeting will go much better if we concentrate on listening to each other and sharing our thoughts on what to do about the situation, I don’t think agonising about how we got here will be helpful at this stage, do you agree?

Finally, review the process of the meeting.

Some things will go well at every meeting, and others could improve. It helps to ask people at the end. What was the most significant thing you learned at the meeting? What was good about how we worked together? How could the next meeting be even better? You will get some good ideas and make everyone think about how they work together.

I often do this after one-to-one meetings. It helps me improve my practice as a coach and consultant.

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In the realm of modern leadership, where empowerment and growth are paramount, the philosophy of servant leadership emerges as a guiding light in performance management. This chapter delves into the seamless integration of servant leadership principles with purpose-driven performance management—a transformative approach that shifts the focus from mere productivity to holistic growth.

By prioritizing individual development, aligning goals with organizational purpose, and fostering a culture of continuous improvement, servant leaders create an environment where every team member thrives, contributing their best to the collective success.

Servant Leadership: A Paradigm Shift in Performance Management

Traditional performance management often revolves around numerical metrics, rankings, and evaluations. The essence of servant leadership challenges this approach, emphasizing that leaders are not just supervisors, but mentors invested in their team members’ success.

Servant leaders focus on unlocking potential, nurturing growth, and encouraging self-discovery. They believe that genuine growth stems from intrinsic motivation rather than external pressure.

Purpose-Driven Performance Management: Aligning Goals with Organizational Purpose

Servant leadership finds synergy with purpose-driven performance management—a philosophy that emphasizes the alignment of individual goals with the organization’s overarching purpose. When employees understand how their contributions contribute to the bigger picture, their sense of purpose and motivation soar.

Servant leaders facilitate this alignment, ensuring that each team member’s objectives resonate with the organization’s mission, creating a collective sense of purpose.

Continuous Improvement and Feedback: Nurturing Growth

The journey of growth is a continuous one, and servant leaders are keenly aware of this reality. They prioritize ongoing feedback and learning as integral components of performance management. Constructive feedback is delivered with empathy, focusing on growth rather than critique.

Servant leaders create a safe environment where mistakes are seen as opportunities for improvement, nurturing a culture of continuous learning and refinement.

Employee-Centric Approach: Empowering Ownership

Servant leaders empower employees to take ownership of their development. Rather than dictating solutions, they encourage individuals to identify their strengths, areas for growth, and career aspirations. This employee-centric approach instills a sense of accountability and autonomy, leading to heightened engagement and commitment.

Servant leaders provide the support and resources necessary for individuals to flourish, allowing them to contribute their unique talents to the organization’s success.

Performance Management for Well-Being: Balancing Work and Life

Servant leaders recognize that holistic development extends beyond the workplace. They prioritize employee well-being, understanding that a harmonious work-life balance is essential for sustained growth.

By offering flexible work arrangements, promoting well-being initiatives, and fostering a culture of self-care, servant leaders contribute to the overall well-being of their teams, resulting in increased job satisfaction, improved mental health, and enhanced performance.

Unleashing Creativity and Innovation: A Holistic Approach

The marriage of servant leadership and purpose-driven performance management cultivates an environment that nurtures creativity and innovation. When employees are empowered, aligned with purpose, and encouraged to contribute their unique ideas, the organization benefits from a wealth of creativity.

Servant leaders encourage risk-taking, recognize contributions, and celebrate diverse perspectives, fostering an innovative culture that thrives on continuous exploration and improvement.

Conclusion: A Future of Purposeful Performance

In the chapters ahead, we will delve further into how servant leadership transforms organizational dynamics by fostering diversity, embracing change, and envisioning a future that thrives through authentic connections and sustainable impact.

Purpose-driven performance management, guided by the principles of servant leadership, emerges as a cornerstone of this transformation—a method that empowers employees, aligns goals with purpose, and creates a culture of continuous growth and improvement. As we proceed, we will uncover practical strategies, real-world examples, and actionable insights that illuminate the path towards holistic growth through servant leadership.

By nurturing purposeful performance, servant leaders create organizations that transcend traditional boundaries, celebrate individual growth, and thrive as beacons of excellence in a dynamic world.

Reflections:

1. Reframing Performance Management: Reflect on traditional performance management practices. How does a purpose-driven approach, guided by servant leadership, differ from these conventional methods?
2. Aligning Individual and Organizational Goals: Think about a time when your personal goals were aligned (or misaligned) with your organization’s mission. How did this impact your performance and motivation?
3. Feedback and Growth: Consider the role of feedback in your professional development. How can servant leadership principles transform feedback from a critical assessment into a tool for growth and learning?
4. Employee-Centric Approaches: Reflect on how an employee-centric approach to performance management can empower individuals. Can you think of ways to implement this approach in your current or future leadership practices?
5. Balancing Work and Life: Servant leadership emphasizes the importance of work-life balance. How does maintaining this balance contribute to overall performance and job satisfaction?
6. Creative and Innovative Environments: Think about an environment that fosters creativity and innovation. How can servant leadership principles help in creating and maintaining such an environment?
7. Purpose in Performance: Reflect on the concept of purpose-driven performance. How does understanding and connecting with the larger purpose of one’s work change one’s approach to performance management?

These questions are designed to stimulate thought and discussion about the integration of servant leadership principles into performance management practices, encouraging a more holistic, purpose-driven approach.

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Organizational culture refers to a company’s mission, objectives, expectations, and values that guide its employees. Businesses with an organizational culture tend to be more successful than less structured companies because they have systems in place that promote employee performance, productivity, and engagement. Having a strong company culture motivates everyone to do their best work.

Companies with a strong work culture appeal to job candidates looking for a permanent position and the opportunity for growth. Organisational culture promotes a positive, structured work environment that helps companies achieve success. In this article, we discuss why organisational culture is important and how to improve culture in the workplace.

Here are five reasons why organisational culture is a must in today’s competitive business scene:

1. Strong Brand IdentityIn my professional capacity, whenever I visit a client, it hardly takes me a few seconds to make my first impression as soon as I come out of the elevator or enter the office premises. People make quick impressions about businesses based on their brand presence at their workplace much before they meet their people. If it lacks organisational culture or has a weak image, customers actually hesitate to do business with anyone who is associated with the brand.

Businesses with a strong brand identity tend to attract more business and potential candidates with similar values who support their mission. When employees have the resources and tools they need to succeed, it helps increase productivity and performance levels overall. Organisational culture impacts the structure of a workplace in ways that bring people of the same skill set together. Those who share similar backgrounds and skills may work more quickly together when tackling company projects.

Suggested Reading: Loyalty, Slavery or Competence?

1. Increased Employee EngagementA strong company culture fosters a sense of belonging and purpose among employees. When individuals resonate with the organisation’s Vision, Mission, and Values, they are more likely to feel engaged and motivated in their roles. This heightened engagement translates into higher levels of productivity, as employees are driven by a shared commitment to achieving common goals. Moreover, a positive work environment cultivates loyalty and reduces turnover rates, saving resources associated with recruitment and training.

A work environment that possesses organisational culture is driven by purpose and clear expectations. This motivates and inspires employees to be more engaged in their work duties and interactions with others. It also leads to high levels of workforce engagement, which drives productivity. Having a strong connection to an organization and its people creates an atmosphere of positivity that is hard to ignore.

1. Transformational PowerA culture that encourages open communication, collaboration, and risk-taking provides fertile ground for innovation to flourish. When employees feel empowered to voice their ideas without fear of judgment, they are more inclined to think outside the box and experiment with new approaches. By embracing diversity of thought and fostering a culture of continuous learning, organizations can unlock the creative potential of their workforce, leading to breakthrough innovations and a competitive edge in the market.

Not all businesses have the power to transform ordinary employees into total brand advocates, but those with a strong organisational culture do. Companies that recognise their employees’ efforts and celebrate team successes are more likely to notice a change in employees as they experience a sense of accomplishment.

1. High PerformanceOrganisations that focus on brand identity and conducive work culture are actually more concerned about employee performance. They expect great business results through the employees they hire. They undergo rigorous talent acquisition cycle and onboarding programs and expect the very best from the candidates they hire.

Let’s remember that companies that promote “community” concept in the workplace are more likely to retain their best employees. Employees who are good at what they do and know the value of their skills commonly leave negative work environments where they feel undermined, ignored, and unappreciated. Organisational culture builds a high-performance culture that strengthens the work of people within the company, resulting in a positive employee experience overall.

1. Healthy Work EnvironmentCompany culture serves as a magnet for top talent and influences the perception of the organisation in the eyes of both existing and prospective employees. A reputation for a positive work environment, ethical practices, and a commitment to social responsibility enhances the employer brand, making it more attractive to potential recruits. Moreover, satisfied and engaged employees are the best ambassadors for promoting the organization’s brand externally, contributing to a positive public image and differentiation in the talent marketplace.

Employees who feel valued and respected at a company are less likely to leave. That’s why it’s essential for brands to foster a winning organisational culture that supports their core values and mission statement. Happy employees mean lesser turnover, which saves companies time, energy and money in the hiring process.

BottomlineNeedless to say here company culture is not merely a “buzzword” but a strategic imperative for driving performance and achieving sustainable success for any organisation. Unfortunately, this concept is not very well understood by the family-owned businesses in our part of the world.

By investing in a culture that craves high performance prioritises employee engagement, innovation, adaptability, customer-centricity, and ethical conduct, organisations can create a thriving ecosystem where employees flourish, customers thrive, and the business prospers in the long run.

On the other hand, as leaders and decision-makers, we must ensure that we have a single and the same yardstick for performance measurement across the organisation. We just cannot treat different levels with the same company differently — be it performance or otherwise. It’s crucial to recognise the profound impact of company culture and nurture it as a cornerstone of organisational excellence. After all, a strong culture isn’t just a competitive advantage — it’s the heart and soul of an organization.

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Some years back, I was deeply shocked to hear that a good friend and ex-colleague had committed suicide in England. It seemed incomprehensible that a man of such remarkable character should be driven to the ultimate act of despair, leaving behind his wife and child.

We had taught together at a high school in Rhodesia, where he had been Head of Science, and probably the best teacher I have ever known. Many men, now in their sixties, still passionately testify to the moral and intellectual impact this great man had on their lives. Brilliant, dedicated, compassionate, and creative, he was everything a teacher needs to be. How on earth had such a tragedy come to pass? A mutual friend provided the answers.

As teachers, we also did military service during the Rhodesian War. On one stint in the bush, our friend had witnessed the interrogation of an insurgent, who was taken several hundred feet up in a helicopter so as to terrify him into giving up intelligence data. The young man was then hurled out of the chopper, and fell screaming to his death. Our friend was horrified by this act of cruelty, but the Official Secrets Act, and an atmosphere in which criticism of the armed forces was treated with suspicion, prevented him from saying anything.

Not long afterwards, he and his family emigrated to the UK, where he was appointed to teach at a famous public school. There he was subjected to relentless pressure and bullying by senior staff who were well-aware of the employment insecurity of new immigrants, and the unlikelihood of any pushback.

Who can fathom the depths of human anguish even when the victim is allowed to openly express his or her feelings?

Our friend was not, and a great soul finally broke down. The suppression of truth is inescapably destructive of the psychological well-being of both individuals and society.

The current climate of political correctness, cancel culture, calumny, corporate censorship, fear-mongering, fake news, and almost universal employment insecurity is doing precisely this to millions of people, who are daily subjected to the elevation of untruth as truth, injustice as justice, treason as patriotism, and quackery as science. Vaclav Havel and all those brave men and women who have opposed tyranny would be aghast at the docility with which we have allowed this cancer to come upon us so soon after the tragedies of the 20th century.

The choice is between truth and lies, leadership and misleadership. This is the challenge we all face in this critical moment for civilisation. Consider two propositions, and the logical conclusion that may be inferred:

1. Insanity is the inability to reason and the consequent denial of reality.
2. The incidence of mental health problems is increasing in the western world today.
3. Inability to reason and the denial of reality are increasing in the West today.

Evidence supporting the conclusion is copious. Consider a small sampling of facts that are not allowed to be argued, and realities that are denied by governments, multinational corporations, the media, and academia:

1. The most humane, albeit flawed, civilization in history is incessantly misrepresented

2. National self-loathing is promoted by politicians, academia, schools and the media

3. Illegal immigration is actively sponsored in a time of terror, disease, and drug abuse

4. The rule of law is violated at every turn, with the inevitable increase in crime

5. The family is relentlessly undermined, and social dysfunction proliferates

6. Promiscuity and pornography destroy individuals, relationships, and community

7. Nations with the greatest ethnic diversity, who led the war on slavery, are called racist

8. Ugliness is celebrated in art, literature, music, architecture and junk culture at large

9. Science, reason, and common sense are dismissed as tools of ‘White Supremacy’

10. Financial and economic mismanagement and malfeasance are rampant

People living in a socio-political atmosphere of fear and uncertainty, in which once trusted mechanisms of law and order are perverted and used as instruments of oppression, will struggle to make sense of their lives, more especially without a rational religious worldview to guide them. The radical freedom to define reality for oneself, except when political correctness decrees otherwise, has ushered in a pandemic of social dysfunction and the ever-increasing power of the managerial state, with its bloated bureaucracy intruding on every aspect of life.

This is the root of the civilisational crisis in which we find ourselves. All the other disorders that crowd in on us are but symptoms. Reality or ideology, truth or lies, sanity or insanity, leadership or misleadership – the choice is clear, but who will have the courage to make it.

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In the dynamic landscape of contemporary leadership, the philosophy of servant leadership has emerged as a transformative catalyst for holistic organizational development. As we venture deeper into the exploration of this philosophy, we uncover its profound impact on fostering an environment of collaboration, empathy, and empowerment—an environment where the growth of individuals, the alignment of purpose, and the well-being of the collective take precedence over traditional notions of leadership. This chapter delves into the core principles and practices of servant leadership and unveils its harmonious alignment with the ideals of holistic growth.

The Essence of Servant Leadership: Leading Through ServiceAt its heart, servant leadership redefines leadership as a service to others. This paradigm shift challenges the conventional notion of leaders as authoritative figures who dictate directives. Instead, servant leaders view their role as that of facilitators, mentors, and enablers of growth. They prioritize the needs of their teams, acknowledging that their own success is intrinsically tied to the success of those they lead. This fundamental shift in perspective sets the stage for the creation of an environment where collaboration and empowerment flourish.

Nurturing a Culture of Collaboration: Open Communication and Shared PurposeCentral to the philosophy of servant leadership is the emphasis on open communication. Servant leaders create spaces where individuals feel safe to voice their opinions, share ideas, and engage in dialogue.

By actively listening and valuing diverse perspectives, servant leaders cultivate an atmosphere of inclusivity and mutual respect.

This culture of collaboration not only fuels innovation but also ensures that the organization benefits from the collective wisdom of its members.

Shared purpose is another cornerstone of servant leadership. Servant leaders work to align individual and organizational goals with a broader sense of purpose—one that transcends financial success and encompasses a positive impact on society.

By imbuing every action and decision with purpose, servant leaders inspire a collective commitment that goes beyond personal gain and elevates the well-being of all stakeholders.

Empathy and Empowerment: Fostering Individual GrowthEmpathy lies at the heart of servant leadership. Servant leaders possess a keen understanding of the emotions, concerns, and aspirations of their team members. This empathetic approach not only nurtures a culture of trust but also creates a sense of belonging within the organization. By acknowledging the holistic well-being of individuals, servant leaders create an environment where employees are valued not just as resources, but as human beings with unique talents and needs.

Empowerment is the natural outcome of this empathetic approach. Servant leaders provide their teams with the autonomy, resources, and support needed to excel. They encourage individuals to take ownership of their roles, make decisions, and contribute to the organization’s growth. This empowerment unleashes untapped potential, driving innovation and fostering a sense of pride and ownership among employees.

Leading by Example: Humility and IntegrityServant leaders lead by example, embodying qualities of humility and integrity. They are not afraid to admit their mistakes or acknowledge their limitations. This transparency creates an atmosphere where individuals feel comfortable taking calculated risks and learning from failures.

By upholding a high standard of ethical conduct and moral integrity, servant leaders set a precedent for the organization’s values and contribute to a culture of accountability.

Servant Leadership and Holistic Organizational Development: A Seamless IntegrationServant leadership seamlessly aligns with the principles of holistic organizational development. Its emphasis on collaboration, shared purpose, empathy, and empowerment resonates deeply with the holistic perspective that considers the well-being of employees, communities, and the environment. In organizations guided by servant leadership, growth is not confined to financial metrics but extends to the growth of individuals, relationships, and societal impact.

As we journey further, we will explore how servant leadership forms the bedrock for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

The subsequent chapters will unveil the practical strategies, real-world examples, and actionable insights that illuminate the path towards holistic growth through servant leadership, creating a blueprint for leaders who seek to shape organizations that transcend conventional boundaries and embrace holistic excellence.

Reflections:

1. Personal Reflection on Well-Being: How have you experienced the impact of leadership styles on your well-being in the workplace? Can you recall a time when a leader’s approach positively or negatively affected your job satisfaction and overall well-being?
2. Empathy in Leadership: Reflect on how empathy in leadership can influence employee well-being. Can you think of specific examples where empathetic leadership made a tangible difference in an organizational setting?
3. Fostering Growth and Empowerment: Consider how servant leadership principles can foster individual growth and empowerment. How might this approach contrast with more traditional leadership styles you have encountered?
4. Servant Leadership in Action: Think about a scenario where servant leadership could have a significant impact on employee well-being. How would you apply servant leadership principles to improve the situation?
5. Challenges to Implementing Servant Leadership: What challenges might a leader face when trying to focus on employee well-being within an organization? How could these challenges be addressed through servant leadership?
6. Personal Alignment with Servant Leadership: How do your own values and leadership style align with the concept of enhancing employee well-being through servant leadership? Are there areas where you see opportunities for growth or change in your approach?
7. Long-term Impact on Organizational Culture: Reflect on the long-term impact that a focus on employee well-being can have on organizational culture. How does investing in the well-being of employees contribute to the overall success of an organization?

These questions are designed to encourage introspection and application of the concepts of servant leadership and employee well-being in both personal and professional contexts. They aim to deepen understanding and inspire practical application of these principles in the workplace.

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In a search for great examples of leadership in movies, war, battles, and conflict feature heavily as does the call for courage. Undoubtedly we can all associate with the challenges of courage in a conflict situation especially one involving physical life and death.

Reflecting on what we mean by courage in leadership can often take us into the need to stand up for something that’s unpopular or against the grain – an idea, a principle, a direction of travel. There’s a sense of a ‘cause’ or moral or ethical values that often underpin the courage we need to access.

Famous examples include Churchill’s ‘fight them on the Beaches’ leadership speech calling on the valour of a nation, or Lincoln’s abolition of slavery in the face of so much opposition. Courage is engaging in a battle but so often it’s a battle for what’s ‘right’. A battle for what it means to be human and then to access and use our courage – whether in small everyday situations or in the landscape-changing, more overt global sense.

To be able to demonstrate true courage in leadership, we must look to our own moral compass. We must be in relationship with the guiding principles that inform our thoughts and actions. We must stand firm in our own self without becoming isolated or myopic. Our intelligences – intellect, emotional, spiritual – must be fully active.

We have great need for leadership courage at this time in our world. Whether it’s the political, business, or religious arenas…in fact any major area of human endeavour. The courage to sacrifice self-interest in favour of the collective and the greater good. The leadership to listen, engage in true dialogue, and build a coalition for change.

True leadership courage is about standing up, and, standing apart when needed, but always working toward the greater good. It’s daring to inspire with a vision for something better and to commit oneself to the achievement of that. We have so many opportunities to make our world a better place…courageous leadership, centred in and through the heart (coeur) will help us succeed.

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When does character assessment become invasion of privacy? That’s the question that drives the conversation when Deb Coviello The Drop In CEO, Diane Helbig, and Raj Tut join the ethics panel to Grapple with the Gray.

Here is this episode’s ethics challenge:

A woman shows up at a company office to interview for an administrative position. Her resume is impressive, she is dressed professionally, and she enjoys a cordial and comfortable conversation with the interviewer. As the interview seems to be winding down, she feels confident and encouraged, when out of the blue the interviewer says, “May I take a look in your purse?” The candidate is caught completely off guard. When she asks why, the interviewer replies, “It’s the best indicator of a woman’s organizational character.” More bewildered than before, the candidate hands over her purse. The interviewer looks quickly through it, hands it back, then thanks the candidate for coming in and shows her the door. A few days later, she receives an email that her application was not successful.

This case, which was posted online, generated considerable speculation as to the interviewer’s motive. What did they hope to learn? Why might the candidate have been rejected? And should she have handed over the purse when asked?

Other stories include the interviewer who gives candidates a wobbly chair to see if they would speak up and ask for a different one, or the interviewer who invites candidates out for a drink to see if he can get them drunk.

Assuming that the intent is to discover insights into a candidate’s character, are these kinds of tactics ethical, or are they deceptive?

Even if they reveal what the interviewer hopes to discover, are they worth the cost in undermining trust and respect? And how should interviewees respond if they feel boundaries are being crossed by their prospective employers?

Meet the panelists: Deb Coviello, aka the Drop in CEO, is an author, speaker, podcast host, and silver medalist curler who coaches C-Suite leaders of today and tomorrow to navigate challenges with confidence. Diane Helbig is Chief Improvement Catalyzer at Helbig Enterprises, providing guidance and training to business owners and leaders around the world. Raj Tut is founder and CEO of Storyboard Living, creating communities that provide a safe, beautiful backdrop for life’s greatest moments.

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A serious debate about workplace culture and employee welfare in corporate environments has erupted with the death of Anna Sebastian Perayil, a chartered accountant at Ernst & Young (EY) India, who tragically passed away in July, just four months after joining the firm. Her parents have attributed her death to the excessive workload and pressure she faced at her new job.

EY’s India chief, Rajiv Memani, has since said the firm attaches the “highest importance” to the wellbeing of its employees. “I would like to affirm that the well-being of our people is my top-most priority and I will personally champion this objective,” he stated in a LinkedIn post.

While every company wants their teams to work hard, and produce, it’s important to remember more hours don’t always equal better results. Overwork can lead to the creation of a toxic work environment which – along with low productivity and stressed-out employees – often creates burnout and eventual quitting.

According to recent research:

• 33% of workers feel constantly exhausted due to work pressure
• 44% of U.S. employees report feeling overworked
• 50% of full-time employees work more than 40 hours a week.

A toxic workplace (also considered a hostile work environment) is characterized by a negative and harmful workplace that can have a significant impact on employees’ mental and physical health, as well as job performance.

For example – many companies, that underwent layoffs earlier this year, are now burdened with employees stressed out and overwhelmed by increased workloads, having to pick up the pace as well as handle the workload created with the loss of the laid-off workers. These employees, often not compensated adequately for their additional responsibilities, are quitting or considering leaving their jobs.

Clinical Health Psychologist Amy Sullivan PsyD says “A toxic work environment is a feeling and not necessarily a checklist. People know when they’re in a toxic work environment because you pay attention to what your gut is sharing with you as well as any physical responses. Your gut reaction is intuitive, but it’s also that feeling of, ‘something feels off for me right now. Either the way I’m being talked to or the way I’m not being included,’” says Dr. Sullivan.

And, by the way:

An employer can force employees to work mandatory overtime plus terminate an employee – either salaried or hourly – for refusal to work the required overtime. The Fair Labor Standards Act (FLSA), as formed by the US Department of Labor, is responsible for establishing the 40-hour work week for employees. However, the law does not place a maximum limit on the number of hours employers can require their employees to work. 

Workers, psychologists tell us:

Employees have changed their attitude towards work since COVID – prioritizing work-life balance, and seeking less stressful jobs. Plus unwilling to return to what they now realize has been a toxic work environment in favor of continued remote work.

People are becoming more aware of the importance of mental health and are willing to sacrifice higher salaries or job titles for a less stressful work environment. Bottom line – prioritizing work-life balance is essential for overall well-being and job satisfaction.

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The journey from ordinary to extraordinary is a thrilling yet treacherous climb. As you ascend, the landscape of your relationships shifts. The camaraderie that once defined your interactions must now accommodate new responsibilities and expectations. It’s a delicate dance, requiring you to redraw boundaries without severing the bonds of trust and respect.

As a mass communication specialist and ACC-certified life coach, I’ve witnessed countless individuals grapple with this midlife crisis. Drawing from the principles of NLP, I believe that authentic leadership lies not in asserting authority but in mastering the art of “relationship recalibration”. In my career spanning over 30 years, I have followed a conscious and compassionate approach to navigating change while staying true to myself.

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” – Ronald Reagan.

Whatever stage of your career you may be always remember: It’s not about building walls but about creating healthy, empowering spaces where trust and respect flourish. It’s about recalibrating, not rupturing, the connections that fuel your team’s success.

Shifting Landscape: Navigating the Changes in Relationships

Step up, refocus, and take charge!

The moment you accept a leadership role, the ground beneath your relationships subtly shifts. The casual banter and shared confidences that once characterized your interactions may now feel tinged with a newfound awareness of your authority. This isn’t a betrayal of your past connections but a natural evolution as you step into a position of greater responsibility.

New Role, New Rules

As a leader, you’re no longer just a member of the team; you’re its guide. This brings along its own distinct set of challenges:

• Decision-Making: Your decisions now carry weight and impact the entire team. This can create a sense of distance as you grapple with choices that may not please everyone.
• Accountability: You’re ultimately responsible for the team’s performance, which can lead to difficult conversations and the need to hold others accountable.
• Confidentiality: You may be privy to sensitive information that you can’t share with your former peers, creating a sense of separation.

Balancing Act: Preserving Camaraderie Amidst Change

Balancing existing relationships while stepping into your new role demands careful navigation and finesse.

• Acknowledge the Shift: Openly acknowledge that your role has changed, but reassure your team that your commitment to their success and well-being remains unwavering.
• Set Clear Expectations: Communicate your new expectations and boundaries clearly, ensuring everyone understands the shift in dynamics.
• Be Approachable: Foster an environment where your team feels comfortable approaching you with questions, concerns, or even just casual conversation.

The Power of Transparency

Transparency is the cornerstone of trust during this transition.

• Open Communication: Keep the lines of communication open, sharing information whenever possible and addressing any concerns directly.
• Explain Your Decisions: When making decisions that impact the team, take the time to explain your reasoning, demonstrating that you value their understanding.
• Be Vulnerable: Share your own challenges and uncertainties as a new leader. This humanizes you and encourages open dialogue.

Remember, this transition is a journey, not a destination. By embracing transparency, setting clear expectations, and acknowledging the changing dynamics, you can navigate this shift with grace and authenticity, preserving the trust and respect that underpin your relationships.

The Cornerstones of Connection: Trust and Respect

Trust and respect are not bestowed upon leaders simply because of their title; they must be earned through consistent actions and genuine connection.

Open and Honest Communication

Clear communication forms the foundation upon which trust is established. As a leader, be transparent about your decisions, motivations, and even your vulnerabilities. Invite your team to share their thoughts and concerns openly, fostering an environment free from judgment. Create an environment where dialogue flows freely, fostering a sense of shared ownership and mutual respect.

Active Listening: Beyond Hearing

True listening goes beyond merely hearing words; it involves seeking to understand the underlying emotions and perspectives. When your team feels heard and understood, it strengthens their trust in your leadership. Maintain eye contact, ask follow-up questions, and restate their concerns to confirm mutual understanding.

Leading by Example: Actions Speak Louder

Your actions shape the team’s culture. Model the qualities you expect from them—integrity, accountability, and respect. Be dependable, honor your commitments, and own up to your mistakes.

When you lead by example, you inspire trust and cultivate a culture of respect.

Remember, fostering trust and respect is an ongoing process. By prioritizing open communication, active listening, and leading by example, you can build strong, resilient relationships that empower your team and elevate your leadership.

Feedback: The Catalyst for Growth

Feedback, when given and received effectively, is a powerful tool for individual and collective development. As a leader, mastering the art of feedback is essential for fostering a high-performing and engaged team.

Constructive Criticism

Constructive feedback targets specific behaviors and their effects, providing actionable suggestions for improvement.

• Be Specific and Actionable: Focus on observable behaviours, avoid generalizations and provide straightforward suggestions for improvement.
• Focus on the Impact: Explain how the behaviour affects the individual, the team, or the project.
• Offer Support: Frame your feedback as an opportunity for growth and development, and offer your support in achieving those goals.

Receiving Feedback with Grace

Accepting feedback gracefully demonstrates humility and a willingness to learn.

• Listen Actively: Resist the urge to defend or justify yourself. Listen carefully to understand the feedback.
• Ask Clarifying Questions: If something is unclear, seek clarification to ensure you fully grasp the feedback.
• Express Gratitude: Thank the person for their feedback, even if it’s difficult to hear. It reflects maturity and a dedication to personal growth.

Cultivating a Culture of Feedback

Foster a culture where feedback is appreciated and welcomed.

• Lead by Example: Regularly seek feedback from your team and demonstrate how you use it to improve.
• Normalize Feedback: Encourage regular feedback exchanges between team members, fostering a culture of continuous learning.
• Celebrate Growth: Acknowledge and celebrate individuals who actively seek and implement feedback, reinforcing its value.

Remember, feedback is a gift. When given and received with the right intentions, it can unlock potential, strengthen relationships, and drive collective success.

Stepping into Your Power: Embracing Leadership

Transitioning into a leadership role isn’t just about managing tasks; it’s about inspiring and empowering others. Embrace your leadership with confidence, clarity, and a vision for the future.

Confidence and Clarity: The Compass for Decision-Making

Leaders make decisions, both big and small, every day. Project confidence in your choices, even when faced with uncertainty.

• Do your homework: Gather information, weigh the pros and cons, and consult with relevant stakeholders before making decisions.
• Communicate clearly: Explain your decisions to your team, outlining the rationale and the expected outcomes.
• Be decisive: Avoid waffling or second-guessing yourself. Once you’ve made a decision, own it and move forward.

Ask yourself: Am I making decisions based on fear or informed confidence? How can I communicate my decisions more effectively to my team?

Delegation and Empowerment

Delegation isn’t just about offloading tasks; it’s about empowering your team to grow and contribute.

• Identify strengths: Acknowledge the unique skills and talents of each team member.
• Assign tasks strategically: Delegate tasks that align with individual strengths and provide opportunities for growth.
• Provide support and guidance: Offer clear instructions, set expectations, and provide ongoing support as needed.

Practical step: Start by delegating a small, manageable task to a team member. Observe their progress, offer feedback, and celebrate their success.

Vision and Inspiration: Charting the Course

A leader without a vision is like a ship adrift without a rudder. Paint a compelling picture of the future and inspire your team to join you on the journey.

• Share your vision: Clearly articulate your goals and aspirations for the team and the organization.
• Connect to individual goals: Help team members see how their contributions fit into the larger vision.
• Celebrate milestones: Acknowledge and celebrate progress towards the vision, keeping the team motivated and engaged.

Practical step: Organize a team meeting to share your vision. Encourage discussion and brainstorm ways to achieve collective goals.

Remember, true leadership is about more than just authority. It’s about inspiring trust, empowering others, and guiding your team towards a shared vision.

Embrace your role with confidence, clarity, and a genuine desire to help others succeed.

Conclusion

Lead with Heart, Guide with Grace. As you step into leadership, remember that your relationships are not obstacles to overcome but bridges to build upon. Recalibrate, don’t rupture. Lead with authenticity, communicate openly, and foster a culture of trust and respect. Embrace your new role with confidence, knowing that genuine leadership lies not in wielding power but in empowering others. As you navigate this transition, may your journey be marked by grace, growth, and the unwavering support of those you lead.

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Join Sejal Thakkar and a panel of ten distinguished industry experts for a groundbreaking virtual event dedicated to scaling your business Hosted by Angela Priest. This diverse group of thought leaders, with expertise spanning Finance, Leadership, HR, IT, Development, Revenue Operations, and Operations, delve into the essential elements of business growth.

Sejal shares her innovative C.A.P.S framework, a comprehensive civility action plan designed to guide founders in creating respectful and inclusive work environments. Don’t miss the opportunity to gain practical, actionable insights that can propel your business forward.

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In the dynamic landscape of contemporary leadership, the philosophy of servant leadership has emerged as a transformative catalyst for holistic organizational development. As we venture deeper into the exploration of this philosophy, we uncover its profound impact on fostering an environment of collaboration, empathy, and empowerment—an environment where the growth of individuals, the alignment of purpose, and the well-being of the collective take precedence over traditional notions of leadership. This chapter delves into the core principles and practices of servant leadership and unveils its harmonious alignment with the ideals of holistic growth.

The Essence of Servant Leadership: Leading Through Service

At its heart, servant leadership redefines leadership as a service to others. This paradigm shift challenges the conventional notion of leaders as authoritative figures who dictate directives. Instead, servant leaders view their role as that of facilitators, mentors, and enablers of growth. They prioritize the needs of their teams, acknowledging that their own success is intrinsically tied to the success of those they lead. This fundamental shift in perspective sets the stage for the creation of an environment where collaboration and empowerment flourish.

Nurturing a Culture of Collaboration: Open Communication and Shared Purpose

Central to the philosophy of servant leadership is the emphasis on open communication. Servant leaders create spaces where individuals feel safe to voice their opinions, share ideas, and engage in dialogue.

By actively listening and valuing diverse perspectives, servant leaders cultivate an atmosphere of inclusivity and mutual respect. This culture of collaboration not only fuels innovation but also ensures that the organization benefits from the collective wisdom of its members.

Shared purpose is another cornerstone of servant leadership. Servant leaders work to align individual and organizational goals with a broader sense of purpose—one that transcends financial success and encompasses a positive impact on society.

By imbuing every action and decision with purpose, servant leaders inspire a collective commitment that goes beyond personal gain and elevates the well-being of all stakeholders.

Empathy and Empowerment: Fostering Individual Growth

Empathy lies at the heart of servant leadership. Servant leaders possess a keen understanding of the emotions, concerns, and aspirations of their team members. This empathetic approach not only nurtures a culture of trust but also creates a sense of belonging within the organization. By acknowledging the holistic well-being of individuals, servant leaders create an environment where employees are valued not just as resources, but as human beings with unique talents and needs.

Empowerment is the natural outcome of this empathetic approach. Servant leaders provide their teams with the autonomy, resources, and support needed to excel. They encourage individuals to take ownership of their roles, make decisions, and contribute to the organization’s growth. This empowerment unleashes untapped potential, driving innovation and fostering a sense of pride and ownership among employees.

Leading by Example: Humility and Integrity

Servant leaders lead by example, embodying qualities of humility and integrity. They are not afraid to admit their mistakes or acknowledge their limitations. This transparency creates an atmosphere where individuals feel comfortable taking calculated risks and learning from failures.

By upholding a high standard of ethical conduct and moral integrity, servant leaders set a precedent for the organization’s values and contribute to a culture of accountability.

Servant Leadership and Holistic Organizational Development: A Seamless Integration

Servant leadership seamlessly aligns with the principles of holistic organizational development. Its emphasis on collaboration, shared purpose, empathy, and empowerment resonates deeply with the holistic perspective that considers the well-being of employees, communities, and the environment. In organizations guided by servant leadership, growth is not confined to financial metrics but extends to the growth of individuals, relationships, and societal impact.

As we journey further, we will explore how servant leadership forms the bedrock for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

The subsequent chapters will unveil the practical strategies, real-world examples, and actionable insights that illuminate the path towards holistic growth through servant leadership, creating a blueprint for leaders who seek to shape organizations that transcend conventional boundaries and embrace holistic excellence.

Reflections:

1. Personal Reflection on Well-Being: How have you experienced the impact of leadership styles on your well-being in the workplace? Can you recall a time when a leader’s approach positively or negatively affected your job satisfaction and overall well-being?
2. Empathy in Leadership: Reflect on how empathy in leadership can influence employee well-being. Can you think of specific examples where empathetic leadership made a tangible difference in an organizational setting?
3. Fostering Growth and Empowerment: Consider how servant leadership principles can foster individual growth and empowerment. How might this approach contrast with more traditional leadership styles you have encountered?
4. Servant Leadership in Action: Think about a scenario where servant leadership could have a significant impact on employee well-being. How would you apply servant leadership principles to improve the situation?
5. Challenges to Implementing Servant Leadership: What challenges might a leader face when trying to focus on employee well-being within an organization? How could these challenges be addressed through servant leadership?
6. Personal Alignment with Servant Leadership: How do your own values and leadership style align with the concept of enhancing employee well-being through servant leadership? Are there areas where you see opportunities for growth or change in your approach?
7. Long-term Impact on Organizational Culture: Reflect on the long-term impact that a focus on employee well-being can have on organizational culture. How does investing in the well-being of employees contribute to the overall success of an organization?

These questions are designed to encourage introspection and application of the concepts of servant leadership and employee well-being in both personal and professional contexts. They aim to deepen understanding and inspire practical application of these principles in the workplace.

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In a comment on a recent post of mine titled, “The Ice Cream of Success” Gladstone Leslie Samuel wrote, “Climbing the summit is success. To remain at the top is a perpetual challenge”.

This comment brought up the question of positional change, and if what positions we hold dictate how fast we need to change?

Leaders are on top and have maximum exposure to outside challenges and obstacles. The heat of challenges may melt them and start flowing their effect on employees and dishearten them.

Those leaders may cause their organizations to shrink. They need to self-inspect their mindsets and view challenges and obstacles as the salt that lowers their freezing temperature to remain “solid” in facing challenges.

The world we live in is witnessing rapid change. Change brings opportunities and challenges. Leaders may need to adapt faster than change to meet the challenges of change and grasp its opportunities.

This means leaders must foster their self-belief to make their employees feel the same. The big challenge is to keep self-belief in times of rapid change and not melt because of their heat. And if they do then only to become more fluid leaders to go around challenges and obstacles and even melt them.

Leaders may melt under the heat of challenges to enhance the speed of their leadership. Those leaders melt to enable them to execute fast and execute right.

Fluid leaders are not slow leaders who only act if they go wrong and not as planned or hoped for. They are accountable and have the agility to spring back fast.

Those leaders know well the challenges ahead but also know what opportunities are hidden in those obstacles.

Those leaders work to foster collaboration and innovation as Dennis Pitocco mentioned in his recent post on “Community Matters: Because “Everything Belongs Together”.

To do so, those leaders have the ability to keep their empathy and open communication, conflict resolution, powerful persuasion, high agility, and trust.

Those leaders adapt their leadership style to be in alignment with the challenges lying ahead. The five leadership styles are authoritarian, democratic, participative, delegating, and do as I want style.

Not all leaders are in the same position and so no leadership style shall fit all situations of the position in which leaders are.

Maybe this is a “Customized Leadership” style.

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When have you heard that someone went into risk, or danger for another because they were “psychologically safe”? You haven’t. You don’t, and, you won’t. Because we don’t go towards danger because we’re psychologically safe. We go into the unknown, the risky places, and the danger, and then innovate, for those who matter to us. For those with whom we belong.

Simply, they matter more to us than the danger. So, when it comes to that line in the sand, where on the one side we’re psychologically safe, and then on the other, we’re not, we ignore it. Our line of inhibition to take action diminishes as our belonging gets stronger.

No amount of psychological safety motivates you to have somebody’s back. You know, stick your neck out for them. That’s a function of belonging in our neurobiology. And that’s why I say, this big push to enable DEI through psychological safety misses the mark.

Companies have been spending some $8 billion a year on diversity, equity, and inclusion (DEI) (in the US)—and see remarkably few results (Fortune, citing McKinsey & Company Dec. 7, 2021). I know the statistics show that DEI is better for business. I agree 100%!!! It’s just that the evidence and arguments don’t pan out very well across the work world. If they did, we’d have progressed way farther. I mean, really, the data proves it’s not working.

And, don’t get me wrong, a psychologically unsafe environment can definitely inhibit DEI efforts. But more importantly, a psychologically safe environment can’t pave the way for DEI. Harder still, DEI efforts threaten the status quo. And here again, I believe the status quo really needs to change. It’s a disgrace. In 2021, companies founded solely by women garnered 2.4% of the total capital invested in venture-backed startups in the US. Here’s a quick unscientific study. Just did a LinkedIn search: CTO in People. Out of the first 100 people, only seven are women. No one steps into the discomfort to disrupt the status quo because they’re psychologically safe. Other reasons, yes, just not that.

I’m a former VP of people & culture, and now, an executive/orgdev coach. I’ve observed these four things about DEI efforts in both, psychologically safe and unsafe environments. And, the answers are the same.

When DEI comes before B(elonging) DEI, outside of belonging is fraught with resistance. * Diversity, without belonging, it’s a quota that gets fought * Equity, outside of belonging, gets seen as an unjust handout * Inclusion*, less belonging’s embrace, makes for a stranger in an unfriendly land

This is why, regardless of the arguments, all the data-driven evidence, the anti-bias training, training on how to make a psychologically safe workplace, etc… at 8 billion dollars a year hasn’t done much to change things. The arguments and the mandates keep failing. Because, the moment DEI efforts, even with all their honorable objectives, threaten our belonging, DEI becomes the adversary. It’s neurobiology. We’re wired to belong, as in, to really belong, before anything else.

Outside of belonging and regardless of how psychologically safe, each area and DEI easily triggers fight/flight responses.

We don’t think about DEI efforts as threatening our belonging. They’re supposed to expand belonging! But if we’re willing to be honest, yes, DEI can and does threaten. As a VP of people and culture, I found myself in an inequitable situation. It was time for raises and I was reviewing salaries. I found out that a couple of my women co-VPs were making less than me. So, I made the case for our salaries to be on par. And as much as I love the infinite game thinking, the reality is, company financial resources are finite. Their getting moved into a salary range on par meant my slated raise wouldn’t happen. What does that have to do with belonging? Lots!

My choice for equity for them came into conflict with my primary circle of belonging, providing for my family. It was my belonging with my women co-VPs that opened the door for me to choose also them, and, my family. No “Belonging” and the “E” in DEI didn’t stand a chance. And that’s regardless of how psychologically safe the environment was.

Know this. If you put your DEI efforts in the way of your people’s belonging, expect those efforts to go nowhere in the face of passive-aggressive resistance.

But when you start with belonging, real Feel, Own, Care Belonging, not a Sense of Belonging, we can open the hearts and minds to embrace DEI

We are not thinking beings that feel. We are not feeling beings that think. We are belonging beings that feel and think.

It’s from the story where we belong, that we’re willing to give, even go without, for another, to bring them into our company tribes. Moreover, each we bring in each person with their full uniqueness. We bet on their potential. From the heart in belonging, we feel, own, and care for each other. DEI gets a red carpet treatment when the filtering bias for who’s in and who’s out, gets measured by living the ways we belong* in the company and accomplishing the belief in her shared purpose. DEI becomes the means for a better Us Story. Here, filtering by how one sounds and looks, seems kind of dumb.

*(The Ways We Belong = how the lived core values guide all company deecisions.)

I love Susan LaMotte‘s definition of culture.

When asked what culture is, I use the word tribe. A functioning tribe has rules to join, rules to leave, and rules that keep the tribe running smoothly. Take modern American Indian tribes. They still run by tribal councils, and have rules to enroll and dis-enroll in the tribe. They have traditions, symbols and ways of being that are different and may even seem strange or odd to non-members. But members of the tribe relish in them. They belong.

The codified ways we belong prevent the vacuum that would otherwise get occupied by the fight/flight that comes with fitting in. Fitting in is the natural outcome in the absence of clearly defined ways of belonging. People who fight for DEI outcomes from their belonging, on the other hand, fight for each other’s diverse uniqueness. Belonging provides the inviting embrace as well as the clear and agreed-upon boundary. And, no, not everybody belongs. Only those who adhere to the ways the company tribe belongs in pursuit if it’s shared belief in purpose. (Yeah, I know I sound a little Brené Brown-ish.)

With respect to a “Sense of Belonging,” I’ll just ask you. Will you work for a sense of a paycheck?

Pause… would you work for a “sense” of a paycheck?

And though belonging is the answer, the current often-cited institutional models for understanding belonging also add even more resistance to DEI. The problem: they are one-way, receiving transactional models of understanding. An affirmation model. One-way-emotional streets. I get, therefore I belong. You’re left asking, “When the money runs out, will you still have my back?” “If they get, and I don’t, do I belong?”

Here’s Cornell University’s understanding of a Sense of Belonging for reference:

Belonging is the feeling of security and support when there is a sense of acceptance, inclusion, and identity for a member of a certain group. It is when an individual can bring their authentic self to work.

Here’s the APA definition:

n. The feeling of being accepted and approved by a group or by society as a whole. Also called belongingness.

Both of these popular definitions get cited regularly. And they’re both one-directional and in receive mode. They’re both affirmation/acceptance models. Nothing in them says, “we belong… I got your back.”

A New Model for Belonging, Feel, Own, CareBelonging, it’s a state of being, in relationship with others:

When you feel, own, and care for them, in their successes, dreams, and failures. And, they feel, own, and care for you in yours. It’s a two-way street.

DEI efforts need the “we’re in this together” bidirectional space so it’s not working against the neurological tide. Belonging fills the emotional space with a unite-and-fight neurochemistry, leaving less room for fight/flight. It’s a two-way street of feeling for yourself and them, owning your life and theirs, and, caring for yourself and them. And they do the same with you. If you prefer today’s typical business emotional intelligence language, it’s mutual- empathy (feeling), accountability (owning), and compassion (caring for).

I prefer to use the simpler regular language of, feel, own, and care for. It’s how we would actually talk to each other, and think, and feel towards each other if we were sitting in a coffee shop, or bar, or now, across the Zoom. We say, “I feel for you, my sister (or xi, or brother), what can I do to lighten your load?” We don’t say, “I empathize with you, person I am accountable towards, what act of compassion do you need?” The more academic and intellectual the language, the farther from the heart we seem to get.

Belonging requires all three – Feel, Own, and Care forThere’s a hollowness that we know, that comes when any of the three: feel, own, or care for, aren’t genuine, or, are missing.

• Without the Feel, (empathy) we question whether or not we’re really theirs, when they say, “You’re my friend… or my employee…” We question the “why” of their care for us.
• Without Own, (accountability) we’re stuck with the nagging doubt of whether their expressed feelings for us are true. We doubt if their care for us is actually for us.
• Without Care for, (compassion) we disbelieve in the genuineness of their expressed feelings and their claim that we are theirs.e Feel Own Care Belonging

But when you have all three, look out, you get a company of people that will find a way for each other.

You know you belong because first, YOU feel, own, and care for them, AND, second, THEY also feel, own, and care for you. If it’s just them, you’re getting affirmation, and yeah, that feels good. If it’s just you, you’re probably just fitting in, or in codependency.

It really comes down to this, we’ll fight for those that we feel, own, and care for. It’s how we get to this type of scenario.

Maori Woman With Face Tattoo Is 1st to Anchor Primetime News

You love and belong at your company so much you want to include someone from another circle of your belonging, into it. So you invite her to join. Her values align. She’s excited about joining in purpose. She didn’t come from a fancy college, but you don’t care. Hard knocks couldn’t stop her. She meets with the team, and they see she’d need some added mentoring and training, well, in the comparison of the skills to the other candidates. She’s been out of the workforce for 20 years. You could invest in her, and give some equity on her behalf, for a better company in the future. And, she even looks different, diverse, in her bright-colored clothes, and what looks to be she-warrior tattoos on her chin and up her right arm to her bicep. She sees things differently than you, but comes from the same heart, with similar enough core values.

When she told her back story, you could hear the company’s core values echoed in it. Your people could tell she’d already chosen them, and she was bold and vulnerable about it. She wanted in on the tribe. And they chose her too. Belonging’s a 2-way-street.

That’s what you get through feeling, owning, and caring for each other – real F.O.C.’n belonging.

Win the DEI long game in FOCn’belonging! Think BIED, not DEI+B1. Create a place where the ways you belong (feel, own, care for) come from your no-compromise lived core values for each other, as you work towards your shared belief in purpose. This is your primary bias/filter. 2. Include, or invite someone in, based on whether they’d embrace the ways your company tribe belongs and in their shared belief in purpose. 3. Look more towards their potential, what they can and would agree to do, vs just what they’ve done before and where they’re from. You’re willing to use equity to get them and bring them into the company belonging. 4. Seek those, in their complete and individual diversity, from a biased filter of, they’d embrace the company’s ways of belonging, and pursue its shared belief, promised land.s We take action sooner in belonging.

When your people belong, their efforts pertaining to DEI play a natural part in deepening the company tribe. In the search for adding another person to the company Us Story, they’ll unite and fight for each other’s diverse uniqueness, because the ways your people belong are clear in their invitation and boundary. They’ll act for it sooner!

Psychological safety can’t provide that. You can’t just play it safe.

You play to belong, and then you win with DEI.

I’ll leave you with a wonderful description of belonging by Owen Eastwood, the author of, Belonging, The Ancient Code of Togetherness.

Whakapapa (Maori for, “you belong here”) points a finger at us and tells us, You will not be judged by your money or celebrity or sense of self pride . . . you will be judged by what you did for our tribe. When the sun is shining on us, we must be guardians of our tribe and of each other.

Belonging, The Ancient Code of Togetherness. (pp. 18-19).

Thanks for taking the time to read this, really. If you’re curious, or, you’d like to couch your DEI in belonging for real success, give me a holler. Catch ya, Paul

This piece was originally published on LinkedIn, , November 2022.

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“The Emperor is naked!”It is left to a naïve child to blurt out the truth when so many would not because they were flattering the emperor or afraid of appearing stupid.

In 1837, the Danish writer Hans Christian Andersen published the folk tale, The Emperor’s New Clothes. The story tells of a vain ruler obsessed with being a fashion plate. Every outfit had to be new and spectacular. Enter two con men who flatter the high king promising to create a suit of clothes so dazzling that only the incompetent and stupid will not see its magnificence.

Andersen, like the Grimm brothers, collected folk tales from around the world. He based this one on a German translation of a Spanish version of a Persian retelling of an Indian tale. All previous versions make the clothes visible to those of legitimate birth; people praise the unseen clothes lest they outed as bastards. Andersen changed the invisibility indicator to incompetence and so insecure courtiers’ fawning exposes the king’s bum.

The con-tailors elaborately loom an invisible suit. The emperors advisors rave about the garments’ beauty. No one, including the Emperor, admits they might be too stupid to appreciate such sartorial splendor.

One small boy gives the ruler the “straight skinny” when the emperor parades past in his birthday suit.

As leaders rise, the “straight skinny” recedes.Getting honest feedback at the top of an organization (or a country) is hard. A Mike Nichols and Elaine May song lyric from the movie Ishtar illustrates:

“Telling the truth can be dangerous business. Honest and popular don’t go hand-in-hand.

If you admit that you play the accordion, no one will hire you in a rock-n-roll band.”

There are the flatterers, who might “fib just a little” to better their career prospects.

“You are such an amazing founder. Ignore the shareholder requests for a new CEO. Who else could lead this company as well as you do!”

There are the “sugar-coaters.”

“The people who fill out surveys only complain; we have millions of happy customers.”

“When you cut sales demographically we’ve made some real gains in the those over 65.”

There are some who are protecting your feelings.

“No, of course, that dress doesn’t make you look fat.”

“Everybody forgets things.”

“You look good!”

We old people hear this one so much, comedians now talk about the three ages of man: Youth, Middle Age, and “You look good!”)

It ain’t all their faultLeaders create a dearth of straight skinny. When you explode at bad news, you ensure others “won’t make that mistake again.”

Are you susceptible to flattery? When you receive a compliment do you glow in a way that affects critical thinking?

Who do you include in your closest meetings? Flatterers and sugar-coaters? People who believe in you and your ideas? Or “Difficult People,” “Debbie Downers,” “Nattering nabobs of negativity?”

Are you prepared to believe any cockamamie explanation instead of the truth. ”You know DeNile is not just a river in Egypt.” (Denial is self-preservation for vanity.)

There are consequences beyond your feelings.Beneath the radar in every disaster there was probably a “straight skinny teller:”

“General Custer, sir, I think there might be more of them than you think.”

“Captain Smith., I’d like to see Titanic set the crossing record too, but they did say icebergs have been spotted.”

At one point in my career, I studied large process safety incidents, BP’s Texas City Refinery, Deep Water Horizon, Challenger, Columbia, and many more. In every one I studied, there was always someone with the “straight skinny” who was disregarded or even ridiculed. Lives and livelihoods are too much at stake not to listen.

Not listening is a tragic flawPlaywrights and authors have always seen those who ignore the “straight skinny” as creators of their own destruction.

Sophocles gave Oedipus many who warned about the “kill Dad, bed Mom” thing. Did Fast-Oedi listen? Not-so-much.

King Lear listened to daughters Goneril’s and Regan’s flattery and rejected his truth-telling daughter Cordelia. ‘How like a serpent’s tooth it is to have a thankless child.” When the Earl of Kent tries to inform him of his mistake, Lear kicks him out of the cabinet.

Anakin Skywalker, who feared losing Padme, became Darth Vader. Othello feared losing Desdemona and he and pretty much everyone became dead. Neither listens to people trying to give them the straight skinny.

Finding your straight skinny tellerYou can look for straight skinny devotes by assiduously avoiding the opposites. What is the opposite of the straight skinny teller? The crooked skinny teller who promises you inside information, but gives you lies that only benefit them? The straight corpulent who is always positive, not just a half-full person, but a cup-runneth-over person.

There are some other ways:

• Start with the person in the mirror. Express gratitude for bad news. Take compliments graciously and move on, steeling yourself against flattery. Ask for all the data, not just the good stuff.
• Notice who agrees and disagrees with you. You want independent thinkers. The person who always agrees with you is gravitating to the power source. The person who always disagrees may be counter-dependent.
• Don’t play favorites. Bring different people into meetings. Ask for opposing viewpoints in decision-making discussions.
• Value you those who help keep your ego in check. When the Roman Senate authorized a Triumph, the parade and celebration ceremony for victorious generals, they placed a Senate slave in the general’s chariot to repeat “Momento mori sic transit gloria” (“Remember you are mortal; glory fades”). My wife sometimes fills this role, with humor that helps me laugh at myself.
• Say “thank you” when someone gives you the straight skinny. Reward those who break you out of denial, short-circuit your magical thinking, and identify and challenge assumptions. Perhaps you’ll avoid that embarrassing moment when someone blurts out:

The Emperor is naked!

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This episode of The Mind Takeaway podcast explores how to plan for success and prepare your team and business for opportunities. We share insights on effectively planning for the future while leaving room for flexibility and unexpected opportunities. We discuss the importance of getting into the right mental and physical state, the benefits of changing your environment, and how to facilitate creative and strategic thinking within your team.

We explore practical steps for planning sessions, including taking your team to an inspiring location, even if it’s just a local park or woods. Learn how to ensure your team is in the best state of mind to foster creativity and collaboration. Discover why documenting your ideas and having a facilitator can streamline the process and help you refine your plans into actionable goals.

We explore how to set realistic goals, the importance of flexibility, and the value of learning from what doesn’t work. Whether you’re a startup founder or part of a larger organisation, this episode offers valuable strategies to help you plan effectively and achieve success.

Timestamps

01:15 The importance of getting into the right mental and physical state for planning

03:40 Why changing your environment can boost creativity and collaboration

06:28 How to plan effectively without a big budget

08:45 The benefits of team-building activities during planning sessions

12:30 Documenting your ideas and the role of a facilitator

15:20 Setting realistic goals and the importance of flexibility

18:10 Learning from what doesn’t work and adapting your plans

20:35 How to ensure your team collaborates effectively

22:50 Using these strategies for specific projects and innovation

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Hey, there. AmyK here.I just got off a coaching call with a new Client, and he has two conversations ahead of him today that are necessary to his health and well-being. Perhaps, you can relate?

One is with a long-time employee who checked out PRIOR to the pandemic. Yep, this conversation is waaaayy overdue.

The second is with himself and his health. He has not made choices that support his longevity these past two years. Yep, this conversation is waaaayy overdue too.

And here’s the kicker- the freedom you crave, the life you desire, the elevated energy that makes life easier … it’s all on the OTHER side of a tough conversation.

Watch this short video for a few Magical Phrases to get these conversations started right – right from the start.

To creating the life you desire … one magical conversation at a time.

Hugs,
AmyK

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Every business I have consulted on leadership, teamwork, and performance has had essentially the same malady: management wants employees to be more enthusiastic, hard-working, and cooperative, without understanding what they think. The content of employees’ minds drives their behaviour, and if it is deceived, distorted, or disengaged, enthusiasm, hard work, and cooperation will remain elusive.

Ironically, the surveillance and data-collection that characterises consumer society seem to have left management more out of touch with what people think than ever. This is even more curious when one factors in fifty years of dumbing down driven by political correctness, state schooling, and the media, which has produced a shallowness of mind one might expect to be easy to read.

Public opinion is obviously significant in democratic politics, but employee opinion, for the most part, carries little weight in business, because managers are not usually elected. Yet what people think adds up to the corporate culture, and a dysfunctional culture will inevitably produce dysfunctional performance. It matters what your people think.

Everyone is a philosopher because everyone thinks about what happens in their lives. Sadly, not everyone is a competent philosopher. Thinking our way to valid conclusions requires an ever-expanding general knowledge that enables us to understand the concepts of our experience, provides us with facts about which we make judgments, and encourages us to reason about the causes of the things that happen to us.

So the constant growth of knowledge boosts the quality of one’s thinking. Yet how many managers can count on their employees to think accurately, creatively, and positively about the business?

Democracy is shaped by what people think, and it hardly needs noting that most democracies today are dysfunctional – consider only the low voter turnout in elections. The anti-intellectualism promoted by state schooling and the media shows how political and commercial interests manipulate culture to promote their own ends.

For better or worse, people with authority have not only the means but also an obligation to guide the way people think. And that obligation is to truth; if not, then it can only be to some ideological agenda, which by definition, is a distortion of the truth.

Leaders shape culture, i.e. they shape what people think. If they do not, then they have ceased to lead, and words like vision, mission, and strategy, become meaningless. Truth is reality, the way things are. And knowledge can only be truth; because having knowledge means knowing reality, that which is and that which is not. If you have information that is not true, you do not have knowledge, only nonsense.

Yet the war against truth has always been around, as is memorably illustrated by Plato’s debates with the Sophists, who in thoroughly modern fashion, were motivated by utility rather than truth. Plato toiled for fifty years to pin down what made the Sophists so dangerous. In a final dialogue, he showed how they set out to manufacture a fictitious reality. This Platonic nightmare has greater relevance today than ever as politicians and managers construct the fictions they hope will extend their power.

Public opinion has been impoverished because people no longer know where to find the truth. Worse still, most people are not even inclined to look for it, deceived and manipulated as they are into going along with the fictitious reality created by the elites through the corruption of language.

Plato insisted on three principles: first, a meaningful human life requires an understanding of things as they actually are, and living in accordance with that reality; secondly, the potential of a person can only be brought to fruition by access and receptivity to truth, and society can only be sustained by a commitment to truth; and thirdly, the truth lives and grows naturally where there is free and open communication.

Truth is promoted in dialogue because its habitat is language or the word. Business leaders need to think long and hard about the implications this has in the workplace where disillusionment, demoralization, and disengagement are the reigning realities.

In order to think productively about the contribution required of them, people in any business need to know, at the very least, the following:

• The corporate vision aims at the good of all, including the wider community

• Making the vision happen depends on achieving specified goals along the way

• This requires dedicated teamwork and constantly growing personal excellence

• Personal development demands a balanced lifestyle and healthy relationships

• This requires practical wisdom, courage, self-control, and a sense of justice

• These virtues depend on personal honesty and respect for the dignity of others

• Customer satisfaction is the responsibility of all, demanding personal integrity

• Reading history and classic literature is the best way to improve one’s ability to think

• Wisdom grows from expanding knowledge, experience, and living the virtues.

In my experience, people from most cultures readily embrace these principles and their far-reaching implications. It is the misleaders and the cynics who hedge and carp and unleash the deluge of Sophist deceit. Their present ascendency explains the sense of hopelessness so common in the workplace and the polling booth.

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Join us as We share our personal experiences with having our work copied and offer insights into cultivating a unique, authentic, and impactful approach to your projects and business ventures. This episode is a must-listen for anyone looking to foster genuine creativity and innovation while navigating the digital age’s opportunities and challenges.

As we navigate the complexities of AI and digitisation, we ponder the noticeable decline in human innovation and creativity. We explore the contentious issue of copying in professional spaces like LinkedIn and the broader business world, where the line between being inspired by others and outright plagiarism is often blurred. We discuss the nuances of copying as a learning tool and the importance of bringing your unique self into your work to ensure sustainability and genuine innovation. Moreover, we examine the pitfalls of taking shortcuts and the potential consequences of not giving credit where it’s due. We advocate for acknowledging sources of inspiration and for the authenticity that comes from a genuine connection to one’s work.

The conversation also touches on using AI tools like Chat GPT, emphasising the balance between human creativity and technological assistance to achieve impactful results.

Key Takeaways:

• In the age of AI and Automation, we have noticed a lack of human creativity due to tools like Chat GPT and the like.
• Although shortcuts can be very useful, you can often pay a price, as some things are better when you embrace the challenges and find your own way forward.
• Believing you are not good enough can often be a reason for copying others’ work.
• If you just copy others, you are not bringing your unique self into the work you are doing. If something or someone inspires you, make sure to have the humility to share why and let others know.
• If you just copy something and follow the steps and you are not connected with it, at some point in the future you will lack the energy and resilience to keep moving forward.
• If you are being inauthentic when building something and claim that it’s yours and you don’t have the right skillset, or the right experience to deliver you won’t have the impact. – You can build unique authentic and impactful products to help others and you don’t need to copy others because you feel uncomfortable.
• The need to copy others often comes from envy, jealousy, fear, being uncomfortable, I’m not good enough and social media amplifies all of those uncomfortable feelings.

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After founding ImagineNation in Israel, I invested a year of my time and considerable money in taking smart risks to invent an experiential business game. This involved collaborating with one of the top game design companies to co-create a live business simulation incorporating innovative gamification elements intending to teach corporations how to be innovative.

I was shocked and horrified that my invention initially failed!

Despite being an adult and experiential learning specialist and having designed and facilitated hundreds of corporate learning games for some of Australia’s top 100 companies over twenty-five years. It felt horrible, and it was a visceral, heartbreaking, shameful and ego-destroying experience that I would not want anyone, anywhere, ever to experience.

Deep learning experienceYet, it became a profound learning experience, enabling me to understand how failing fast in inventing and presenting an experiential business game enabled me to have a profound, visceral learning experience of how:

• My imposter syndrome, which unconsciously played a significant self-sabotaging role. It did not set me up for success, nor did it set me up for maximising the importance of self-efficacy and self-mastery when on an innovation roller-coaster ride.
• Not mitigated a key risk factor by undertaking sufficient research studies to determine if users wanted and were ready to accept a radical innovation.
• Not I noticed how much the corporate learning market had been disrupted by the acceleration of technology, which impacted time and budget constraints.
• I had not paused long enough to consider, anticipate, plan and mitigate the risks involved in prototyping a viable minimal product in a new market, magnified by collaborating with a new consulting partner and co-facilitator, as well as with a new client.
• Reacted emotionally and cognitively in resolving my own pain, and the values conflict that erupted.
• Not fully understood the process involved in iterating and pivoting a new invention and the time it would take to produce a commercially viable product that the market would understand, be ready for, and respond to.

Finally, it seems that I had unconsciously fallen victim to the innovative start-up entrepreneur’s curse – falling in love with my product!

This was generated by my excitement, enthusiasm and energy of the possibilities rather than balancing these courageously and compassionately with the:

• Harsh realities of being innovative.
• Vital role of smart risk-taking and experimentation.
• What ‘fails fast, to learn quickly’ really means at the heart (emotional), head (cognitive) and gut (visceral) levels.

Value of failing fastThey say that people need to teach what they need to learn themselves. This valuable failure enabled me to invest the next ten years in learning to make sense of innovation and what it means to be innovative, including:

• Helped me develop self-efficacy, trust my inner knowing and judgement, and make a stand for myself in the face of opposition and criticism I received when presenting at a global conference on the people side of innovation, especially by process engineers.
• investing time in iterating and pivoting the two-day business simulation to make it more tangible, simpler and teachable.
• Acknowledging that technology had accelerated sufficiently to accept that the original creative idea of a simple hybrid board game was the most valuable commercial option that could make the difference I wanted to make in the world.
• Becoming more patient, self-compassionate, and courageous in smart risk-taking and leading, coaching, and engaging in team innovation and continuous learning through various innovation, entrepreneurial and intrapreneurial learning initiatives.

Iterating and pivotingI iterated, pivoted, and refined my intellectual property by presenting and bespoke the Coach for Innovators, Leaders and Teams Certified Program for over twelve years to global change-makers.

Most importantly, I reined in my competitive, risky and restless saboteur and focused on doing just one thing, which has finally morphed into a book, supported by a board game to teach people how to be innovative and develop an innovation mindset.

Taking Risks

In the fog of a globalised, disrupted, unpredictable and increasingly uncertain world, no innovation can progress, and no one can be innovative without smart risk-taking.

No innovation can improve without rigorous experimentation, where learning mainly happens by doing things to explore, discover, and know what not to do.

Research has shown that most successful new business ventures abandoned their original business strategies when implementing their initial plans, learned what would and would not work in the market, and conserved sufficient resources to have a second or third stab at getting it right.

Trial and error and cause and effectInnovation is a never-ending, risky, adaptive process involving trial and error and understanding cause and effect.

Because people are fearful of making mistakes and the negative consequences of failure, innovation requires leadership to develop both foresight and prospection skills to:

• Empower and enable them to paradoxically take both a strategic and systemic perspective and a human-centred approach.
• Equip them to be innovative when designing business ventures and transformation initiatives that deliver commercially viable outcomes to successfully improve the quality of people’s lives that are appreciated and cherished.

Risk-taking is a choice.In most businesses and organisations, innovation involves taking considerable risks, especially if seeking to enter a new market with a new product. It is compounded and resisted by many people in organisations because they are too focused on personal survival, personal gain, short-term gain and shareholder return.

Unfortunately, many organisations end up, paradoxically, undermining their organisation’s capacity to be innovative, adapt, innovate and grow. Mainly due to their people being disengaged, resistant to change, lacking agency and being held back by bureaucracy and hierarchy that is averse to smart risk-taking and experimentation.

The future is permissionlessBecause when people do not have permission, and are not allowed to make mistakes, or are encouraged to try new things, they become risk-averse, avoidant, oppositional and conventional.

Because they don’t feel safe to deviate from the accepted way of doing things.

This is commonly known as the ‘status quo’ and drives people to comply with ‘what is’ (even when it no longer matters) and not apply their human ingenuity, be innovative and create new inventions from ‘what could be’ possible and through smart risk-taking deliver innovative solutions in the new future of work in a disruptive world of complexity and unknowns.

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I disagree with the conventional view that only a few “special” people can be creative. Creative geniuses like Mozart or Einstein are rare, but there is a lot we can do to help others, including ourselves, express our creativity.

What are the issues about releasing creativity?Managers in organisations sometimes think that creative people are anarchic. They wear beards and sandals, beads and long skirts, and spend their time producing weird, wacky and impractical ideas that are difficult to manage. So, you only want to have a few of them and must keep them under control.

Creativity is, by nature, disturbing. It moves you from the familiar to the unfamiliar. There is another word for it. That is life! Organisations without creativity become stifling. People leave or stay “trapped in a velvet prison”, to quote a neighbour who left a large organisation to go self-employed. Uncreative organisations get overtaken by their competitors or become ineffectual.

So, how can we release creativity without releasing chaos?Two sorts of creativityI learned a great deal from one of my first clients in ICI. Ron distinguished creativity (large C) and creativity (small c).

Large C Creativity leads to unexpected breakthroughs, major new products, and a new market or direction for a company. An example might be 3M’s invention of “Post It” notes. This appeared to happen by accident. People were researching glues and discovered one that did not work. It did not stick to paper permanently, and the paper peeled off easily. Then, the spark of genius happened when someone realised how this effect could be helpful.

You can read 3M’s story about Post-It notes here

The question this raises is: –

What can organisations do to make such a breakthrough more likely?You will have your ideas and experiences. You can read mine in detail in the creative organisation. I think that play, flexible persistence, purpose, power, attention, inspiration and awareness are essential. The article also gives some ideas on how organisations can develop these attributes. I would add “leadership” now.

Many of these are in the 3M story.

Small c creativity is about continuous development. Organisations tap the ideas and energy of all their employees. Everyone thinks about how to make things better and asks, “Is there a better way?” Some organisations are very good at this. In one year, Toyota employees produced 1.9 million suggestions for improvements. 90% of these were implemented.

A colleague once asked me, “If you were a good idea, where would you hide?” This sounds like a silly question, but it is deadly serious. Robert Townsend, in Up the Organisation, about Avis, said, “Ask the people; they know where the wheels are squeaking.”

I once worked with a group of very junior staff in a department store and asked them for their ideas about how to get more people to visit the basement. They had filled two flip charts in ten minutes, and the ideas were wonderful. One was splendid, to put dinosaur footprints in the mall leading down into the basement! Ultimately, This was impossible, but they enjoyed thinking and me listening to them. Afterwards, on their initiative, they asked the people who used the basement what they thought of it.

I asked them, “Has anyone ever asked you for your ideas?” Their answer was, “Never.”

This is both sad and far too common.

Techniques, skills or attitudes?I believe that creativity is innate. If you have ever watched a very small child just being, you will notice that she or he is always exploring and trying new things, and you cannot predict these. When children are very young, we are often delighted to be with them, pay attention to them, and appreciate them. Then, their creativity and learning just flow.

Paying attention to people is a critical skill if we want to unleash their creativity. It helped us when we were children, and it will help us now. It is listening again, folks. Of course, it helps if you want to listen to people because you are genuinely interested in them. This attitude helps to unleash their creativity.

There are many helpful techniques, such as brainstorming, drawing pictures, using analogies and metaphors, and more. Paying attention is fundamental, though.

What you can do to support creativity?People’s creativity is central to them. Our creativity expresses our uniqueness. To be creative is to be vulnerable. John Powell’s book title is “Why am I afraid to tell you who I am?” The answer is “because you may not like it, and it is all that I have.”

Another analogy is that a creative idea is like a germinating seed. It has enormous potential to be a great tree but is so easy to destroy by carelessness. Seeds respond well to light, water, and good soil.

Give light by:

Ø Being interested

Ø Asking questions

Ø Developing the idea with them

Ø Showing appreciation

Water by:

Ø Building on ideas

Ø Saying “Yes, and …”

Ø Connecting people to sources of help or people they can help

Ø Ask people what they need

Ø Provide resources

Provide good soil by:

Ø Encouraging people to think

Ø Giving people time and space to explore

Ø Having meetings for people to share ideas

Ø Create simple systems to tap creative ideas

Ø Creating a shared vision for the organisation

Please forgive this indulgence. I am trying to be creative about creativity!

Releasing your creativityI wonder if fear stops most of us from being as creative as we are. One counter to this is to “feel the fear and do it anyway”. If you want to write but haven’t started because you don’t expect it to be good, grab a pen and write! Talk over the results with a friend and feel more fear. You will get support, give pleasure, build trust and realise that you can write, even if it is not perfect. The next time will be much easier!

Support helps, too. I had never written poetry before. I failed English Language for the first time at school and English Literature comprehensively. I was at a conference where there were lots of small workshops, and one was on writing poetry—I thought, “Why not?” and went.

We each took time to write a poem. The atmosphere was remarkably supportive. We agreed we would not criticise each other’s poems ever, so we were free to create. I was amazed; my poem was published on the front page of the conference report! I still have it. It is called “Love is on the Way.”

I have run a similar poetry writing evening myself. Before they started writing, I asked people to practice giving delighted “mmmmm”s! They produced some wonderful stuff.

Finally, I saw “Dead Poets Society” again recently. This is an inspiring film/movie in which Robin Williams plays a teacher who pays attention and releases the creativity and self-confidence of his students. Terrific, I was near tears again!

ResourcesThe Creative Organisation

This article has ideas on what makes an organisation creative and how personal and organisation development can help.

Accelerating Learning

Infants learn much faster than adults do. How can we recover these abilities and help others do the same?

Creativity, thinking and listening

Listening to others is often the most effective thing you can do to develop their thinking and creativity.

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Starting your own business is enjoyable and can lead to many rewarding moments. However, you will likely also face many challenges and decisions along the way. When starting, you must decide on the correct business insurance—Tivly can help with this, ensure you have a good website, and keep your finances under control.

Our essential tip is to prepare your best and give yourself the necessary time before launching your company. The more time you give yourself, the less anxiety you will face in situations as they arise. Know that you can never eliminate all the stresses of starting up. Our collaborative blog shares three topics that embrace the many considerations when beginning your own business.

Business Insurance

Different business insurance products will always be available to you regardless of your business. Some insurance options will be optional, whereas some will be non-negotiable. For example, every business will require public liability insurance, but not all companies will want cyber insurance – although this can be beneficial if something unfortunate happens.

When looking into business insurance, there are several sites you can view, all of which will give you quotes from multiple providers, helping you find the best price. Some will allow you to pay monthly, while others will charge you a year up-front. Paying upfront typically includes a discount to save you money on the total cost of the insurance product.

Website

A website is your online shop front for what you offer! Like business insurance, you will need a website, no matter the company you run. A well-designed website catches visitors’ attention and seriously views all your offerings. It allows you to keep your customers up-to-date with the latest news. It contributes to the sales concept of creating a returning and referring clientele, known as the smooth sale!

Websites can be done very affordably now, with many online website builders offering templates that you can use to get yourself up and running. Ensure you pick one that aligns with your business theme. You will do well to hire a seasoned professional to serve your desired clientele professionally.

Accounts Package

We deliberately and briefly describe an accounts package if you need to become more familiar with it. An accounts package is an online system that helps you keep track of your business finances. A good accounts package will allow you to invoice from it, keep track of your expenses, pay employees, run monthly financial reports, and more. They vary in price and are often monthly subscriptions, so before signing up, it’s worth researching to find the best one for you. If you decide to use an accountant, they should be able to point you in the right direction.

Please Advise Us

From your experience, what considerations would you suggest when starting up your own business? Which of the above three points did you find most useful? Is there anything you would like to share that will help our readers? Let us know in the comment box below; we would love to hear from you.

In Conclusion: Starting Your Business and Enjoying Growth

Reality tells us that we cannot fully comprehend everything a new business will require of us. It’s a slow start, with frustrations included. However, careful planning with help from professionals can ease some of the burden. Next, be patient with yourself to realize the better path for ultimately enjoying personal and professional growth. You will be glad you did!

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In an increasingly interconnected world marked by diversity, the philosophy of servant leadership emerges as a beacon of inclusion and shared humanity. As we delve into this chapter, we unravel how servant leadership not only acknowledges the value of diverse perspectives but actively embraces them, fostering an environment of inclusivity and crafting a tapestry of collective excellence.

This chapter explores the powerful intersection of servant leadership, diversity, and inclusion—a triad that serves as the foundation for creating organizations where every voice is heard, valued, and celebrated.

Recognizing the Power of Diversity: A New Paradigm

Traditional leadership paradigms often fall short in harnessing the true potential of diverse teams. Diversity goes beyond demographics; it encompasses unique perspectives, experiences, and ideas. Servant leadership brings a paradigm shift—recognizing diversity not as a mere checkbox but as a dynamic force that drives innovation and creativity.

By actively seeking out diverse voices, servant leaders amplify the richness of thought, enabling organizations to navigate complexities with agility and insight.

Empathy as the Bridge to Inclusion: Understanding Unique Journeys

At the core of servant leadership lies empathy—a quality that proves indispensable in the pursuit of inclusion. Servant leaders understand that fostering an inclusive environment goes beyond merely having diverse individuals present; it involves creating a space where every voice is heard and respected.

Through active listening and understanding, servant leaders bridge gaps of understanding, acknowledging the unique challenges and contributions of each individual.

Shared Purpose Amidst Diversity: A Unifying Vision

Servant leadership seamlessly aligns with the goal of fostering an inclusive culture with a shared purpose. By aligning diverse talents towards a common vision, servant leaders inspire a sense of belonging that transcends differences.

This shared purpose becomes a unifying force that enables diverse teams to collaborate harmoniously, leveraging their collective strengths to drive innovation and deliver impactful results.

Empowerment through Inclusion: Nurturing Potential

Inclusion doesn’t end with representation; it extends to empowering individuals to realize their full potential. Servant leaders provide opportunities, resources, and mentorship that allow individuals from all backgrounds to excel. This empowerment fosters a culture where everyone can contribute meaningfully, building a sense of confidence and self-worth among team members.

Fostering Innovation through Cognitive Diversity: A Competitive Edge

Cognitive diversity—a range of perspectives, approaches, and thinking styles—becomes a catalyst for innovation in organizations guided by servant leadership. Servant leaders recognize that breakthroughs often emerge from the collision of diverse ideas. By creating an environment where varying viewpoints are welcomed and encouraged, servant leaders cultivate a breeding ground for creative solutions and novel approaches to challenges.

The Ripple Effect: Inclusion Beyond the Organization

Servant leadership’s commitment to diversity and inclusion extends beyond the organizational borders. Organizations led by servant leaders recognize their social responsibility and actively engage with communities. Through initiatives that promote social equity, education, and inclusivity, servant leaders leave a positive impact on society at large, creating a ripple effect of change that resonates far beyond the confines of the workplace.

Holistic Excellence through Inclusion: A Fulfilling Future

Servant leadership and the values of diversity and inclusion converge to create a holistic approach to organizational development—one that thrives on the collective strengths of a diverse workforce. As we proceed through this exploration, we will uncover how servant leadership serves as a compass for navigating change, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations flourish through authentic connections and sustainable impact.

The chapters to come will illuminate the practical strategies, real-world examples, and actionable insights that guide leaders in embracing holistic growth through servant leadership. By weaving the threads of diversity and inclusion into the fabric of servant leadership, we empower leaders to create organizations that transcend traditional boundaries, celebrate individual uniqueness, and foster a culture of collective excellence.

Reflections:

1. Understanding Diversity in Leadership: Reflect on how servant leadership can help in embracing and leveraging diversity within an organization. How does a diverse team contribute to the strength and success of an organization?
2. Inclusive Leadership Practices: Think about a time when you felt included or excluded in a professional setting. How did this experience shape your view of leadership and organizational culture?
3. Empathy and Inclusion: Consider the role of empathy in fostering an inclusive environment. How can servant leaders use empathy to better understand and support diverse team members?
4. Challenges to Inclusive Leadership: What are some challenges leaders might face in creating an inclusive workplace? How can servant leadership principles help overcome these challenges?
5. Impact of Diversity and Inclusion: Reflect on the broader impact of diversity and inclusion initiatives. How do these efforts extend beyond the organization to influence the community and society at large?
6. Personal Growth in Diversity: How can your personal journey toward understanding and valuing diversity contribute to your growth as a servant leader?
7. Actionable Steps for Inclusion: Think about actionable steps you or your organization can take to promote diversity and inclusion. How can these steps align with the core principles of servant leadership?

These questions are designed to encourage readers to introspect and apply the concepts of diversity, inclusion, and servant leadership to their own experiences and organizations, fostering a deeper understanding and commitment to creating inclusive excellence.

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Working with a freight brokerage company can simplify operations and reduce logistics costs. Freight brokers match shipping needs with carriers, streamlining the process and reducing the need to coordinate with multiple carriers. This helps optimize supply chain performance and save time and resources.

Enhanced Efficiency and Cost SavingsOne of the primary benefits of working with a freight brokerage company is the potential for significant cost savings. Freight brokers can negotiate better rates due to their volume of transactions, which translates into lower transportation costs for businesses. For instance, a company shipping products nationwide might need more bargaining power when negotiating with large carriers. However, a broker managing multiple clients with similar needs can leverage collective bargaining to secure more favorable terms. Additionally, brokers can consolidate cargo from multiple clients to optimize shipping routes and reduce expenses further. By leveraging economies of scale, freight brokers help businesses lower operational costs. They can offer discounts and negotiate favorable terms with carriers, which smaller shippers might need help to achieve. Furthermore, effective cargo consolidation saves money and reduces the environmental impact by minimizing the required trips. This reduction in trips saves fuel and decreases wear and tear on vehicles, contributing to longer-term sustainability goals.

Access to a Vast NetworkFreight brokers maintain extensive networks of carriers, from local and regional haulers to national and international shippers. This broad connectivity allows them to offer multiple options and tailored solutions to meet specific logistics needs. Businesses benefit from having access to a diverse pool of carriers without investing time and resources in developing individual relationships. This network advantage is critical when demand surges, or specific shipping needs that require specialized carriers arise. The expansive network that freight brokers possess also means improved service offerings. By collaborating with various carriers, brokers can ensure goods are transported via the most efficient routes, utilizing the best available resources. This ability to select from various carriers ensures timely deliveries and maintains high service standards.

Advanced Technology IntegrationModern freight brokers improve logistical processes by utilizing state-of-the-art technologies. Transparency is provided by real-time tracking systems, which let companies keep an eye on their shipments from the point of origin to the final destination. By offering current information, these solutions lower uncertainty and raise client satisfaction. Businesses can make better plans and give their clients more precise delivery predictions if they know exactly where a shipment is at all times. Optimal route planning represents an additional technological benefit. Brokers can find the most economical shipping routes using sophisticated algorithms, saving time and fuel. Furthermore, thorough data analytics and reporting empower companies to learn from shipping performance and trends and make defensible decisions. These perceptions can help enhance overall logistics plans and pinpoint cost savings or efficiency improvement opportunities.

Risk Management and ComplianceFreight brokers are adept at handling two crucial components of logistics: risk management and regulatory compliance. They lessen the possibility of fines and delays by ensuring that all shipments comply with all applicable legal standards. Brokers also offer liability and insurance coverage to protect companies against possible losses during transit. With this all-encompassing approach to risk management, companies can concentrate on their primary business operations without worrying about logistical obstacles. Reducing the likelihood of shipment delays and damage is a crucial aspect of effective risk management. Freight brokers can quickly foresee and resolve such problems using their knowledge and contacts. They have procedures for handling unforeseen difficulties like strikes, bad weather, and other crises. Maintaining compliance and properly managing risks upholds supply chain integrity and sustains the company.

Expert Negotiation SkillsFreight brokers excel in negotiation, securing the best possible rates and terms for their clients. They use their industry knowledge and experience to navigate market fluctuations and volatile freight rates effectively. This expertise allows businesses to focus on their core operations without getting bogged down by the complexities of rate negotiations. The ability to secure lower rates and better terms directly impacts a company’s bottom line, increasing profitability. Brokers are adept at leveraging their relationships with carriers to obtain favorable deals. Their ability to negotiate competitive rates gives businesses a significant advantage, ensuring cost-effective logistics solutions without compromising service quality. This strategic advantage is significant for small to medium-sized businesses that may need more negotiating power or resources to engage directly with large carriers.

Flexibility and ScalabilityThe flexibility and scalability freight brokerage firms provide are a significant benefit of doing business with them. Brokers can handle a range of shipment sizes, including heavy freight loads and small parcels. This flexibility is beneficial for expanding companies whose demand varies seasonally. For instance, a business with a spike in holiday sales might depend on freight brokers to smoothly expand its logistical operations. Freight brokers offer solutions that are scalable and expand with enterprises. Brokers can alter logistics strategies to suit unique requirements, regardless of how frequently a business wants to make large-scale or sporadic shipments. This flexibility enables firms to manage their logistics effectively regardless of size or complexity. The capacity to quickly adjust to shifting logistics requirements without sacrificing service is a critical competitive advantage.

ConclusionIn summary, partnering with a freight brokerage company offers numerous benefits that enhance logistics operations. From cost savings to access to extensive networks, advanced technology integration, and effective risk management, freight brokers provide essential services that improve supply chain efficiency. By leveraging their expertise and resources, businesses can focus on their core operations while ensuring their goods are transported reliably and cost-effectively. The collaboration with a freight brokerage company ultimately translates into streamlined processes, reduced costs, and improved service quality. Embracing the advantages of freight brokers is a strategic move that can significantly propel businesses forward in the competitive logistics landscape.

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Starting your own plumbing business can be a rewarding venture, offering independence, the potential for significant profit, and the opportunity to make a real difference in people’s everyday lives. Whether you’re an experienced plumber ready to take the plunge into entrepreneurship or someone looking to invest in a new trade, here are the key steps you must take to establish a solid foundation for your plumbing company. From understanding the legalities to embracing the latest technology, here’s everything you need to get your business flowing smoothly.

Laying the Groundwork

Before diving into the practical day-to-day operations of your plumbing business, you must address the legal and administrative framework. First and foremost, deciding on your business structure will affect everything from your liability to how you file your taxes. Registering your business name, obtaining the necessary licenses, and ensuring compliance with local, state, and federal regulations are also critical steps. For instance, most states require plumbers to have a specific license that might involve an exam and continuing education.

It’s also crucial to secure insurance to protect your business and assets. Liability insurance, workers’ compensation, and vehicle insurance for any company trucks are essential to safeguard against potential lawsuits or accidents. Setting up a business bank account as well as a bookkeeping system will help you manage finances efficiently, providing clarity when it’s time to understand your business’s financial health.

Harnessing Technology to Streamline Operations

Today, adopting innovative tools is not just an option but a necessity for running an efficient business. Field service software is the lifeline you didn’t know you needed to streamline literally everything. This software optimizes routing, scheduling, customer management, and invoicing all in one platform, making your business operations smooth and more productive.

Implementing such technology enables you to minimize paperwork, reduce errors, and provide better service to your customers. Real-time updates and mobile access mean that you can manage your business on the go, ensuring you never miss an opportunity to help a client or improve your services. Investing in reliable field service software translates into fewer missed appointments, better time management, and an overall enhancement in customer satisfaction. Embracing this can significantly reduce your workload, making the management aspects of your business seem like a breeze.

Financial Planning and Management

Starting any business requires a sound financial strategy. For a plumbing business, this means calculating startup costs, which can include the price of tools, vehicles, office space, and initial marketing. Drawing up a detailed business plan with projected income, expenses, and cash flow is crucial to securing financing, whether through loans, investments, or personal savings.

As your business begins to take shape, keep in mind that good financial health isn’t just about keeping the lights on but planning for future growth and unexpected challenges. Make building a business stress-free by setting up a strong system for tracking expenses and income. Utilize accounting software to maintain accurate records and analyze financial data regularly. This will help you make informed decisions, adjust your business strategy as necessary, and maintain a steady growth trajectory.

Continuously revisiting your pricing strategy is also essential. The right pricing not only covers costs and ensures profitability but also positions your business competitively in the market. Effective financial management is the backbone of your business’s success, ensuring you have the resources to expand services, hire additional staff, and invest in new technologies as your business grows.

Effective Marketing Strategies

Marketing is pivotal in building a strong presence in the competitive plumbing industry. First, identify your target market, which could be residential homeowners, commercial businesses, or specialized industries like healthcare facilities that require unique plumbing services. Once you understand who your clients are, you can tweak your marketing strategies to address their specific needs.

A robust online presence is critical. Develop a professional website that highlights all of your services, before and after photos of your work, customer testimonials, and easy-to-find contact information. Take advantage of social media platforms to engage with your community, share tips on plumbing maintenance, and run promotions. Local SEO is crucial; ensure your business appears in local search results by optimizing your website with relevant keywords and registering with online directories. Traditional marketing tactics like local newspaper ads, sponsoring community events, and sending direct mail can also be effective, particularly in building local recognition.

Building a Reliable Team

As your plumbing business grows, you’ll need to expand your team to handle increased demand. Hiring skilled, trustworthy plumbers who share your business values is crucial. Conduct thorough interviews, check references, and consider both technical skills and customer service abilities in your hiring decisions. Remember, your employees are the face of your business; their performance and how they treat customers can significantly impact your reputation.

Training shouldn’t stop after the onboarding process. Invest in continuous training programs to keep your team updated on the latest plumbing techniques and customer service practices. Encourage certifications in specialized areas to increase your business’s capabilities and appeal. Maintain a positive work environment with fair pay, benefits, and opportunities for professional growth to reduce turnover and foster loyalty among your staff.

Ensuring Customer Satisfaction and Retention

The success of your plumbing business heavily depends on happy customers. High-quality work, responsiveness, and professional behavior are essential. Implement a follow-up system to gather feedback after jobs are completed, which can help you make adjustments and improve your service. Address any complaints swiftly and effectively to maintain a good reputation.

Loyalty programs, discounts for repeat customers, and regular maintenance service agreements are excellent strategies for retaining clients. Providing exceptional service can lead to word-of-mouth referrals, which are incredibly valuable in the plumbing industry. Always aim to exceed expectations with your reliability, attention to detail, and customer care.

By focusing on these areas, you can establish a profitable and respected business in the plumbing industry. Remember, success doesn’t happen overnight, but with persistence, adaptability, and dedication, your plumbing business can achieve lasting growth and success. Let your work and reputation speak for themselves, and the customers will keep flowing in just like water.

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When that voice gets real, the one that tells you “There is no good job for you in the corporate space” and wants you to get out of the system, it gets exciting to think about being on your own.

Been there, done that. I know how the roller coaster ride feels like in this transition.

Your values, your passion, your purpose or how you want to work never feels aligned. You tried; you really did. You looked at different positions, you secretly looked at job ads at Linkedin every day as you continued working and even had a few interviews; yet there seems to be no good job for you out there.

You finally made the leap of faith; you are going to start your own business and make your money, in your own terms. It is wildly exciting: To be your own boss. To make your own decisions. To work on your time. To never ask for permission. To be flexible. It is really wonderful as long as we know what to expect. As in everything we long for, it is never a linear smooth ride.

So here are five facts to embrace during this transition from corporate to your own business a success:

#1 You will work more, at least initially.

Hence:

That is why it is so vital that you love and get excited about what you are about to launch. When it comes down to those extra hours you spend on your business, the energy needs to arise from deep within. You will be able to tap into a dormant energy source that you did not even know existed when you love what you are creating in the world with your own business.

#2 You will not be good at every facet of your business.

Hence:

You recognize what you are good at as early as possible. Is it the financial aspect? The business development? Product development? Innovation? Ideation? Marketing? Technology? Find the help you need in the areas you will not excel. If you are especially not good in sales/biz dev/marketing find someone as soon as possible. It does not matter how wonderful your service or your product is. If no one knows about it, you cannot get clients. Hence no profit.

#3 Your business ’s success will feel like a direct reflection of you.

Hence:

Do not identify your essence and success with your business.. If your business fails for one reason or not, it does not mean YOU failed. When you work professionally, it is easy to detach yourself from the business results yet when it is YOUR company it is not easy to do that. Our business becomes a reflection of our success. So make the distinction between your business and you. It should not define you and how successful you are. Think about founders who made it only on the 4th or 5th business they started.

#4 Every business, even the one with no inventory needs capital.

Hence:

Save some money or borrow from relatives if you can. Even if you start a service business with no inventory, no products, no shipping cost there is always a cost to build a business. Even if the items do not look expensive at first, it adds up: your website, the hosting, emails, your marketing (if you do not get the word out there, there is no business, remember?), your taxes, your accounting software, etc. None of them cost too much yet if you cannot make money right away, those costs start to look bigger and bigger.

#5 Your money story will play a huge part.

Hence:

Write down the stories you inherited. What did your parents say about money? What did you learn about money? Do you have an abundance or scarcity mindset? What comes to your mind when and if you make a lot of money from your business? All of these will come up when you have your business. It is good to be prepared, If you have a bad money story, get a coach before it influences your business results.

No matter what, building a business is super exciting. It is like giving birth. It is worth it yet it is not easy.

The more we know and set our expectations right, the more realistic we are as we chase our dreams!

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According to the Global Entrepreneurship Monitor, there are 31 million entrepreneurs in the USA, which is 16% of our workforce. These small businesses employ 61.7 million people. In May of this year, 423,945 new business applications were filed. Keep in mind that only 65% of small businesses in the USA are profitable.

4% of entrepreneurs have a doctorate degree, 27% have master’s degrees, 44% have a bachelor’s degree, 11% have an associate’s degree and 15% have a high school diploma/GED. The top 5 industries for entrepreneurs are retail-storefront and e-commerce, food and restaurant, health beauty and fitness services, residential and commercial services, and construction and contracting.

20% of new businesses fail during the first two years of being open, 45% fail during the first five years and 65% fail during the first 10 years according to the U.S. Bureau of Labor Statistics. Only 25% of new businesses make it to 15 years or more. These statistics have been consistent since the 1990s. Why do so many entrepreneurs fail?

1. Your idea does not actually satisfy a need. You think you have the greatest idea since sliced bread, but you did not research what your market actually needs. You must find an opening or unmet need within a market and then fill it rather than trying to push your product or service into this market. It is much easier to satisfy a need rather than create one and convince people they should spend money with you.
2. You don’t have enough capital to last six months. In planning a new business, you must assume you won’t get your first sale for six months. So, you need to have enough funding set aside to make it to your first sales cycle.
3. Your ego gets in the way. Most entrepreneurs believe they are the smartest person in the room. But the smart entrepreneurs must admit they are not experts in every business discipline. So, if you don’t like accounting, find a CFO who is passionate about numbers. If you can’t program and design a website, find an engaged programmer and marketer. Entrepreneurs must be able to communicate with others and build a team as enthusiastic as they are. 23% of businesses fail because of poor communication between employees and poor teamwork.
4. Poor location and lack of a meaningful Internet presence will sink your business. If you rely on foot traffic, a bad location is self-explanatory. But as dangerous in today’s electronic world, is a poor Internet presence and a lack of social media impact. You need to make sure you’re marketing not only reaches people, but it reaches the right audience for your product or service.

Knowing that only 25% of businesses survive, what is driving the American entrepreneur to keep trying? Some are visionaries who dream big, and can see far into the future and can imagine how things could be different. Some are problem solvers who not only want to create a product, but they are filling a gap, a pain point or an inefficiency. Some want to be the social change agent who has a positive impact on society. Others just want to be their own bosses seeking freedom and autonomy. While some want to create a legacy with a lasting impact that stands the test of time, whether it is a brand, a family business or just leaving a mark on their industry; with the desire to be remembered and create something bigger than themselves.

It does look like the entrepreneurial torch is finally being passed down from the Baby Boomer generation according to Guidant. Baby Boomers, who have long been considered the backbone of entrepreneurship, experienced a 7% drop in representation since last year. Millennials experienced a 27% increase since 2023 showing their growing influence creating businesses through the Internet which now makes this generation 16% of entrepreneurs. Generation X now has the most entrepreneurs with 47% and Boomers fall to 37%.

Passion is the entrepreneur’s fuel. It sustains them through tough times and is rooted in a deep-seated desire to solve problems and make a difference. This emotional investment is why entrepreneurs repeatedly face risks and failures without giving up. Entrepreneurship inherently involves risk. Successful entrepreneurs are those who not only understand and manage this risk but also learn to embrace failure as a step toward success. Their risk tolerance allows them to see beyond temporary setbacks. America has been an entrepreneurial country since its inception. With the advent of the Internet, electronic communications, and the ability to reach the world from your home office, the newest generation of entrepreneurs may be on the cusp of being the most successful group in our history. I truly do hope this will happen.

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Whenever I reflect on the way I make sense of the word success, I notice this springs to mind. Throughout much of my life success has always been defined by what others believe I needed to have that would be good for me. Good grades throughout my education. A good job. Career prospects built on delivering key performance indicators. A growing bank balance and net worth etc.

Others’ expectations are well intentioned, of course, and, useful once met, both for me and them. On reflection, however, they speak more of achievements – what we have as a result of our endeavours, which earns us the right to be described as successful. What they don’t do is speak to how we need to be to become successful in the first place.

When I’d consider future success in terms of what I will have, I would often find myself being anxious. These unhelpful questions, which I took very seriously, would show up in my consciousness.

• What will people think of you if you fail?
• What kind of homeless future awaits you if you don’t succeed?
• What if I fall short, don’t make the grade, get found out, or otherwise get it wrong etc.?
  In other words, unknowingly at the time, and in all innocence, I looked at success through the lens of failure. That’s why I was anxious. Self-doubting. Suffering Imposter Syndrome – call it what you will. Depressed too.

Since then, and after looking at the why-do-I-experience-life-as-I-do question in more depth, I now pay closer attention to the meaning I attach to words that I once never questioned, and just took for granted. I do so because I know my experience… of whatever I’m focussing on … be it a critical, calm or compassionate one, is connected to this sense making.

Having success and being successfulTake the way we each judge someone else as successful by what they have. The cut of their clothes, the car they drive, their address, status, social media profile, qualifications etc. On what basis do we make these? I don’t know about you but it seems to me that one way of answering this question is with reference to win-lose gaming theory. It goes something like this…

…we assume there are finite resources in the world and that individuals will be rational actors when it comes to decision making and conflict resolution. Their likely choices and outcomes can be modelled and predicted. If you can understand the model, therefore, you can game what they’ll do to win and ensure what you do is better so that you win and they lose.

This win-lose idea is ubiquitous in (western) societies. We pass or fail exams, win or lose in sport, get jobs or be rejected for them, watch heroes defeat villains in films, come out best in negotiations or come off second best, and so on. It was front of mind for my parents, teachers etc. They wanted me to stand a good chance of winning, or succeeding, in this game they called life.

I once heard someone say “Children don’t always hear what you say, but totally get how you are. They pick up on your mood or way of being while you’re conveying a message to them”. If true, what I picked up on, as a young boy, in the way my parents and teachers encouraged me, was their fear of what would happen should I fail. This is what entered my brain. Unknowingly. It created a neural pathway, which shaped my sense making of success thereafter.

You might say my hidden fear of failure, like many others’ I’ve since discovered, meant I’d got the wrong end of the stick. True. Perhaps. I just hadn’t noticed this. My system simply did what it does sub consciously – note the fears that sat behind encouragements to succeed and internalised them without telling me!

Having what success gives us, I learnt, depends on our way of being with ourselves first and foremost and others secondarily. If we interpret failure, for instance, in less fearful terms, more as an opportunity to learn, it can’t grip us so tightly and helps us be more curious and experimental. Free of self-limiting self-talk about failure, we find listening to what others need and want easier. We get to enjoy the puzzle that is helping them get what they value. They feel we understand them and are rooting for them. In turn they reward us, financially, emotionally, in kind etc., which brings us back to the start – the success we have.

Virtuous cycles like these can be created in teams, families and networks. First though, we need to surface the fear-based mindsets that key influencers in these groups operate from, unknowingly most often.

I have a way of helping you do that, which I call the…

..The feeling test

It’s premised on the idea that when a thinking habit you’ve had for some time, but didn’t realise you had, is no longer helpful, your body’s pretty good at letting you know. You’ll feel an unease. Whether it’s because the context in which you’re working changes, or colleagues around you have ways of doing things that aren’t optimal, or whatever else, my encouragement is to tune into what you’re body’s trying to tell you, rather than brush it off.

The opposite is true too, of course. When the thinking you’re living in resonates with those around you and the context you’re working in, you’ll feel great on the whole.

Below are representations of two mindsets that reflect similar, but subtly different understandings of what success and failure mean in an established team. As you read or listen to each, I invite you to notice which resonates most with you. See what bubbles up in you with respect to Mindset A and B and what you feel about each.

Mindset A

Success in this team is measured by the money people earn. It reflects the rewards people get from taking risks in a competitive environment. It’s rooted in the idea of survival of the fittest. The most talented of our members will always rise to the top. They are good at predicting what clients want and controlling employees and suppliers to deliver in ways others can’t. Failure occurs when clients’ expectations are not met and rewards dip below plan. Extrinsic motivators like promotion, commission and bonuses mitigate the risk of failure. They’re awarded when a job is well done and so bring a sense of wellbeing to those who contributed to it.

Mindset B

Success in this team is measured by wellbeing: the extent to which our employees and partners are free to think. It’s rooted in the idea of survival of the friendliest. Talents and potential are abundant. When free to think, we are innately collaborative creatures. We sense what’s needed and organise to respond to what clients really value. Failure is useful, it signals freedom to think is absent, teams are stuck in ruts and learning needs to be stimulated. Intrinsic motivators such as care for one another and pride in a job well done mitigate the risk of catastrophic failure. That’s how we attract clients, investors, and employees to us and why we’re financially successful.

What showed up? Did one resonate more than the other?

Much of the work I do is with project directors and their multi disciplinary teams in the Construction Sector. The Sector has an unhealthy reputation for delivering overspent projects late, time after time. It operates from a fragmented, litigious culture that isn’t always conducive to collaborative working. Many of my clients want help to turn that around.

Before we begin working with each other in detail I ask them to do this simple feeling test. Most conclude their daily lived experience resonates more with Mindset A – but – they intuitively feel much better when tuning into and contemplating Mindset B. By looking at each one in more detail we uncover a number of unspoken, hidden assumptions that we can all carry around with us, which unknowingly drive our behaviour. For instance, both mindsets contain assumptions we all hold about…

• Success – a financial must have or what flows when a team is in a being well state?
• Failure – cause for punishment or a chance to learn?
• The nature of human nature – based on survival of the fittest (competitive) or friendliest (collaborative)?
• Talent – is it scarce or abundant?
• The future and present – predictable and controllable or emergent via sensing and responding to changes?
• Motivation – carrot and stick extrinsic motivators or intrinsic ones based on care and pride?
• Wellbeing – the by product of a job well done or integral to it?

I’m not suggesting some assumptions are better than others, because context is all important. More that by bringing those that are often buried to the surface, teams realise they needn’t behave in a one-dimensional way. They see they have more options than they might otherwise have imagined. And, more importantly, can now wonder which assumptions, if changed, might be a game changer.

For instance, depending on what a team is trying to achieve, questions such as these arise …do the benefits of doing the following outweigh the costs and risks…

• Creating the conditions in which sense making, choice making and action taking is decentralised?
• Making collaborative, not transactional relationships central to how we compete?
• Working from principles rather than setting targets?
• Building on strengths rather than focusing on weaknesses?
• Focussing more on prevention than fire-fighting cures?
• Changing our own perceptions first, before demanding others change theirs?

See you next time, where I’ll look at the different ways of thinking about the culture in groups, and which you find most helpful.

Kindest,

Roger

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In The Cultural Contradictions of Capitalism (1976), the American sociologist, Daniel Bell, identified the greatest threat to Western societies as the loss of civitas, the spontaneous commitment to obey the law, to respect the rights of others, and to reject the temptation of personal enrichment at the expense of the community. Civitas honours the ‘city’ of which one is a member, the ‘city’, of course, referring to the nation. It is a concept essential to the entire ethos of leadership.

The survival of liberal democracy depends on the willingness of all citizens to subordinate personal desires to the common good, so the loss of civitas has been a catastrophe. The descent from debate into diatribe, and the everyday evidence of socio-political anomie reveal the seriousness of the situation in which we find ourselves.

Bell emphasised society’s need for firm ethical common ground: “No moral philosopher, from Aristotle to Aquinas, to John Locke and Adam Smith, divorced economics from a set of moral ends or held the production of wealth to be an end in itself; rather it was seen as a means to the realisation of virtue, a means of leading a civilised life.”

The erosion of sociological self-knowledge and civitas in the West spawns countless stories of social dysfunction, relationship failure, and the sad consequences that flow from estrangement. It can be seen in family breakdown, conflict between the sexes, toxic corporate cultures, deceitful media, corrupt political practices, and dangerous jousting in geopolitics. An example from the workplace demonstrates the cost to communities and individuals.

Tom Burns was a professor of sociology at Edinburgh University, who also taught at Harvard. His study of the British Broadcasting Corporation, The BBC: Public Institution and Private World, delivers some very important insights into community dynamics. Burns’ observations of attitudes and behaviour in the production of television programs, first in 1963, and then in 1973, provide a classic story of social and corporate folly.

His 1963 investigations revealed a communal understanding of the enormous creative potential unleashed when talented individuals in diverse fields, engineers, scene-shifters, directors, actors, stage-managers, gaffers, grips, lighting supervisors, accountants, cameramen, secretaries, and others, were able to successfully merge their activities and to handle crises through rapid-response interventions from all the complementary fields.

Burns likened this spontaneous mobilisation of expert routines and professional improvisation for the good of the common project and the organisation to the dedicated performance of a surgical team in the operating theatre. And he was able to hold up the high-quality of the work achieved as the obvious consequence.

In 1973, he encountered rather different attitudes and behaviours at the BBC, and a deterioration of standards in the production of television programs. No longer did managers and administrators secure the space and resources for all the diverse talents involved in each project, so that the creativity and expertise of the people doing the work could direct operations in pursuit of their common goal.

Instead, the endeavours had become bureaucratised, with managers and administrators imposing their own agendas on the multi-layered project teams, and dictating what people should be doing, how they should be doing it, and when they should be doing it. They had destroyed the functional relationships of a decade earlier, and in so doing had unwittingly put a lid on creative endeavour. Management had undermined a vibrant culture and the intricate network of relationships it nurtured, stifling leadership in every area.

In a narcissistic society like that of the postmodern West, thinking about relationships tends inevitably to be self-centred, and therefore, superficial. Yet the simple reality is that any one of us will only find personal fulfilment in the context of relationships.

We are rational, relational beings whose mental and spiritual well-being depends on honesty and respect in regard to other people and ourselves. And let’s not forget how much we rely on the hard work, respect, and good will of others for our physical well-being as well. The individual needs community, and community needs the individual. That’s how human flourishing is achieved.

We develop emotional maturity by accepting our radical dependence on other people, who are not merely means to our ends, but ends in themselves, all fallible human beings with their own desires, disappointments, and demons. This involves recognising that each of us has limits as an individual, and that it is only in the context of healthy relationships, in which giving and forgiving are more important than getting, that we find meaningful self-expression.

It is a commonplace to say that leadership is about people, but what that really means is that it is primarily about relationships. That’s why the most serious indictment that can be made of leadership – in the home, workplace, community, or nation – is when the loss of a common vision, the consequent absence of sociological self-knowledge, and the scourge of narcissistic self-assertion tear people apart.

Bringing people together is, logically, the first requirement of leadership.

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You have to be burning with an idea, or a problem, or a wrong that you want to right. If you’re not passionate enough from the start, you’ll never stick it out.

― Steve Jobs

I know now this is true. The conviction on something that will work is what makes you a founder. The belief that what we dream and design will work outlasts all the other excuses that would make us give up.

To be driven by the idea or the problem, we have to believe in our fellow believers, not be consumed by those, not in play. Coaches and critics never win matches, but the players and the founders do. So when my partner says ‘trust me’ — I do — and I have known this for almost a decade as part of a team of entrepreneurs. I have been a solopreneur for three years, and a successful one too — paid top dollar for my hours — but to become an entrepreneur, I had to defy and defend my beliefs from those who watch and whistle from the sidelines.

I have built and managed teams successfully, yet there are times when criticisms have stopped me in my tracks. The criticisms by those who cannot do, or have never done things must be ignored by those who have set out to do things.

But what happens when the ones I am in the trenches and fighting with, become skeptics?

Some of the projects that we start are born with a spark — just a snippet of an idea that seems to make sense and slowly grows with time. But it is easy to realize that while it is an extension of what we already do, it has to have a distinct identity. Gosh, we got it wrong the first time. That is why, we lean on people who seem to know the environment and the stakeholders better than us, which becomes the foundation of the partnership. set out to make a plan, led by the experts.

What I bring to the table is organization building, strategy, my two cents of common sense, and my deep faith in the person and therefore, the plan. So we make the plan including the financial model covering revenues and costs. Looks good? I think so because it seems to exude common sense.

What I also bring to the table is hard-nosed execution skills, the ability to figure out what to do when, problem-solving, and most importantly, persistence. So, with a plan in hand, we set out on this wonderful journey, feeding on each other’s enthusiasm. I open doors and hold them with pride, soaking in the seeming clarity of our solutions.

Then … we hit a wall. Just imagine this — we are out in the trenches in the frontline, almost rolling in mud, and then I find guns trained on me. The guns turned out in the form of skeptical questions fired as sharp darts.

I will skip to the last. What I went through is something I won’t explain. But what do we do when our comrades turn into skeptics, right in the middle of the battle? I am designed to sit and plan in a far-off tent, but here I am, fighting the battle because my side decided to cut down their roles.

Men are never convinced of your reasons, of your sincerity, of the seriousness of your sufferings, except by your death. So long as you are alive, your case is doubtful; you have a right only to their skepticism.

― Albert Camus, The Fall

Do we fight the skepticism or do we fight the battle that has already started? Gosh, we prepared for a 3-to-5 year war, and even called it the blue ocean strategy. For a founder to turn a skeptic against their own plan is something I have yet to stomach. Yet, I recognize their right to do so.

In this chaotic chasm that has emerged, silence is my ally. Rather than turning my eyes to the side, I look ahead. Oh, I can tell you this, I have got my share of I-told-you-so’s from those who believe in me (that is another type of skepticism). Still, I am silent.

I don’t know if the skeptics are just doing their bit, which I respect, or do they trust the plan that they so enthusiastically built. People who don’t fight the war never count anyway. It is the one who is in the trenches that matters.

I believe the person beside me, I hope that their skepticism is momentary. I know my plan is not the best one, but sometimes, a silent, stoic response to skepticism is the only way to proceed further in this battle of dreams, hope, and enthusiasm.

So, I have decided to find my answers in silence. Speak when I must, and when it is inevitable. My hope lies that somewhere the candle that illuminates the corner of my heart will help me sail through these moments.

In Silence there is eloquence. Stop weaving and see how the pattern improves.

― Rumi

The wisdom is out there. In moments like this, we have to just be.

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Entrepreneurship is often romanticized as a journey of passion, innovation, and success. While these elements certainly play a role, the reality of building and running a business can be incredibly demanding, both physically and mentally. As an entrepreneur, your well-being is intrinsically linked to the success of your venture.

Prioritizing Physical Health

Physical health forms the foundation of overall well-being and is often the first casualty of a busy entrepreneurial lifestyle. However, maintaining good physical health is crucial for sustained energy, focus, and resilience.

Regular Exercise: You should get at least 150 minutes of moderate-intensity aerobic activity or 75 minutes of vigorous-intensity aerobic activity per week. Finding time for exercise can be challenging, but it’s essential. Consider integrating movement into your daily routine, such as taking walking meetings, using a standing desk, or doing quick workout sessions during breaks.

Nutrition: A balanced diet fuels both body and mind. Avoid the temptation of constant fast food or skipping meals. Plan your meals in advance, focusing on nutrient-rich foods that provide sustained energy. Keep healthy snacks on hand to avoid unhealthy choices during busy periods.

Sleep Hygiene: You need 7-9 hours of sleep. Establish a consistent sleep schedule and create a relaxing bedtime routine. Avoid screens before bed and consider using apps to reduce blue light exposure in the evening.

Regular Health Check-ups: Don’t neglect routine medical and dental check-ups. Prevention is always better than cure, and catching potential health issues early can save you time and stress in the long run.

Cultivating Mental and Emotional Well-being

The entrepreneurial journey can be an emotional rollercoaster. Cultivating mental and emotional resilience is key to navigating the ups and downs of business ownership.

Mindfulness and Meditation: Practices like mindfulness and meditation can significantly reduce stress and improve focus. Even just 10 minutes a day can make a substantial difference in your mental state.

Therapy or Coaching: Consider working with a therapist or business coach. These professionals can provide valuable support, helping you navigate challenges and maintain perspective. Many offer virtual sessions, making it easier to fit into a busy schedule.

Hobby or Creative Outlet: Engage in activities unrelated to your business. Whether it’s painting, gardening, or playing an instrument, having a creative outlet can provide a much-needed mental break and foster innovation in unexpected ways.

Building a Support Network

Entrepreneurship can be isolating, making a strong support network crucial for both personal well-being and business success.

Peer Groups: Join entrepreneur peer groups or mastermind sessions. Organizations like Entrepreneurs’ Organization (EO) or local chambers of commerce often facilitate these connections.

Mentorship: Seek out mentors who can provide guidance and perspective. Their experience can be invaluable in navigating challenges and avoiding common pitfalls.

Family and Friends: Nurture relationships outside of your business. These connections provide emotional support and help maintain work-life balance.

Professional Network: Attend industry events, conferences, or local meetups. Building a professional network can lead to new opportunities and provide a sense of community.

Time Management and Boundaries

Effective time management and setting clear boundaries are essential self-care practices for entrepreneurs.

Time Blocking: Use techniques like the Pomodoro Method or time blocking to structure your day. This helps maintain focus and ensures you allocate time for important tasks, including self-care activities.

Establish Work Hours: Set clear work hours and stick to them as much as possible. This helps create a separation between work and personal life, reducing the risk of burnout.

Learn to Delegate: As your business grows, learn to delegate tasks. This not only frees up your time but also empowers your team.

Scheduled Downtime: Intentionally schedule downtime in your calendar. Treat this time as you would any important business meeting – it’s non-negotiable.

Find Software That Makes Your Life Easier

The key is to find tools that streamline your workflow, automate repetitive tasks, and help you stay organized.

Project Management: Tools like Asana, Trello, or Monday.com can help you manage projects, delegate tasks, and track progress. These platforms often integrate with other software, creating a seamless workflow.

Financial Management: Software like QuickBooks or FreshBooks can simplify accounting, invoicing, and financial reporting. Automating these processes saves time and reduces the stress associated with financial management.

Customer Relationship Management (CRM): Platforms like Salesforce or HubSpot can help you manage customer interactions, track leads, and streamline your sales process.

Time Tracking: Apps like RescueTime or Toggl can help you understand how you’re spending your time, identifying areas where you can improve efficiency.

Communication: Tools like Slack or Microsoft Teams can improve team communication and reduce email overload. These platforms often integrate with other software, centralizing your workflow.

Document Management: Cloud-based services like Google Drive or Dropbox make it easy to store, share, and collaborate on documents from anywhere. A good PDF compressor will save you time emailing docs back and forth. You can compress PDFs for free with Smallpdf’s secure online tool.

Marketing Automation: Platforms like Mailchimp or Hootsuite can automate email marketing and social media posting, saving you valuable time.

Password Management: Tools like LastPass or 1Password can securely store your passwords, reducing the mental load of remembering multiple login credentials.

Think about your specific needs and look for solutions that integrate well with your existing tools. Remember, the goal is to simplify your life, not add complexity. Take time to properly set up and learn new tools to maximize their benefits.

Practicing Financial Self-Care

Financial stress can significantly impact an entrepreneur’s well-being. Implementing good financial practices is a form of self-care that can reduce anxiety and provide peace of mind.

Personal and Business Budget: Maintain separate budgets for personal and business finances. This helps create clarity and ensures you’re adequately compensating yourself for your work.

Emergency Fund: Build an emergency fund for both personal and business use. This provides a financial cushion and reduces stress during lean periods or unexpected challenges.

Retirement Planning: Don’t neglect long-term financial planning. Consider working with a financial advisor to set up retirement accounts and investment strategies.

Insurance: Ensure you have adequate insurance coverage, including health insurance, liability insurance for your business, and any other relevant policies.

Regular Financial Review: Set aside time each month to review your finances. This habit helps you stay on top of your financial health and make informed decisions.

Nurturing Creativity and Continuous Learning

As an entrepreneur, your ability to innovate and adapt is crucial. Nurturing your creativity and committing to continuous learning are important aspects of self-care that can also benefit your business.

Read Widely: Set aside time for reading, both within and outside your industry. This can spark new ideas and provide fresh perspectives.

Online Courses: Take advantage of online learning platforms to acquire new skills or deepen your knowledge in specific areas.

Attend Conferences or Workshops: These events provide opportunities for learning, networking, and stepping away from day-to-day operations to gain a broader perspective.

Experiment with New Ideas: Allocate time for experimentation and creative thinking. This could involve brainstorming sessions, trying new technologies, or exploring different business models.

Travel: When possible, travel can provide new experiences and perspectives that can fuel creativity and innovation in your business.

The goal of self-care for entrepreneurs is to create a sustainable lifestyle that allows you to pursue your passion without sacrificing your well-being. You can enjoy the rewards of entrepreneurship while maintaining your physical, mental, and emotional health by finding the right balance.

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In this new episode of The Mind Takeaway Podcast, we sit down with the dynamic Stephanie von Behr, Managing Director and Co-founder of Founderland, to explore the multifaceted challenges faced by women of colour founders in the tech ecosystem.

Stephanie takes us behind the scenes of Founderland, a community dedicated to empowering underrepresented founders by providing them with resources, education, and networking opportunities. With less than 0.5% of VC funding going to women of colour, Stephanie and her team are on a mission to level the playing field through innovative initiatives like their pitch AI mentor, Pam, which uses cutting-edge technology to help founders refine their pitches and gain investor confidence.

Our conversation delves into the power dynamics of pitching, the pervasive effects of imposter syndrome, and the importance of setting professional boundaries. Stephanie shares her journey as a founder, including the tough decision to leave her first company, highlighting the importance of aligning with the right co-founders and the transformative power of coaching for startup teams.

We also discuss the significance of bringing one’s whole self to work and how creating a culture of authenticity and collaboration can lead to more effective teams and stronger organisations. Stephanie’s insights on leadership, the role of culture in fostering diversity, and the impact of personal growth on professional success are a testament to the resilience and creativity of founders who dare to challenge the status quo.

Join us for a heartfelt and enlightening discussion that offers hope, practical strategies, and a reminder that small, intentional changes can have a profound ripple effect on our communities and the world.

Episode Chapters

(00:00) Introduction to Stephanie von Behr and Founderland

(01:25) The birth of Pam, the pitch AI mentor for founders

(01:36) Founderland is the fastest-growing community for women of colour founders

(04:38) The emotional journey of pitching to investors

(07:50) Stephanie’s story of becoming a founder and the importance of co-founder relationships

(08:19) Let’s talk about your experience being a founder

(12:15) The role of coaching in strengthening startup teams

(16:30) Setting fluid boundaries and the power of vulnerability

(17:27) Stephanie: I can give myself praise; I don’t need others

(18:33) You’ve set some professional and personal boundaries with your team

(20:45) The impact of culture and leadership on diversity and inclusion

(23:08) Setting boundaries can also be a collaborative effort, Brene Brown says

(25:32) Stephanie’s commitment to personal growth and community engagement

(29:02) I committed myself this year to getting more into my art background

(34:50) Only 2% of venture capital funding goes to women, according to Forbes

(39:10) It’s about working on yourself first. And going back to earlier in our conversation

(43:53) Well, this has been a great conversation. Thank you so much, Peter

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Sell is a four-letter wordSalespeople get a bad rap. The salesperson stereotype, is a gladhanding mental lightweight with a “smile and a shoeshine,” the “gift of gab” and questionable ethics, who can talk anyone into anything, “sell a cape to Superman, hay to a farmer, or snowballs in Alaska.” New consultants are often told, “never say sell.” Sales euphemisms are common in the industry, “client development,” “being called to serve,” or “having problem-centered discussions.”

A consultant who is between engagements, might say “I’m on the beach,” but that isn’t literally true. Being too often “on-the-beach,” being under-utilized or under-applied,” portends a “performance concerns” discussion. The next step is to “get on with the value-added part of your career,” (somewhere else).

Consulting firms do short term work, studies, engagements, or projects. Sure, there are some firms on retainer with some clients, some who sell repeat-buy products like yearly surveys. Some firms are always on-site because senior partners seem like executive staff. However, most consulting work, has a beginning, middle and END. That means consultants continually acquire new projects or clients, i.e., sell.

Therefore, in my view, every consultant is a salesperson, not the negative stereotype above, who is only qualified for criminal activity. No, I mean a person, who listens to a client describe something that isn’t happening as expected or is happening unexpectedly, and helps the client solve that problem.

Consulting firms have different client acquisition strategies. They may sell analysis or studies that lead to strategy, or operational projects, or they go looking for clients facing specific issues -innovation, continuous improvement, systems integration, among others.

What about the independent consultant? I encourage all consultants to think of themselves as the firm of one, even if you are just starting out and work for a very large firm. Thinking of yourself as the sole consultant, your “personal brand,” focuses the mind.

I didn’t do that. I waited till I became an independent consultant to think this way, but I wish I’d started sooner. That first year, I learned a lot – religiously tracking time not just to bill clients but to more accurately estimate future projects, saving time to sell, even mid-project, so when a project ended, another was teeing up. I also learned what worked for me finding clients.

Who can hire you?When I sold celebrity speaking engagements on college campuses, I would telephone the college and ask who ran the outside lecture program. Was it the student activities department? Sometimes there was a student; sometimes it was staff or faculty. That person was authorized to buy what I was selling.

When I sold packaged training programs for the Forum Corporation (now Achieve Forum, part of Korn Ferry), I called the corporation looking for the Training Manager, usually part of Human Resources. I also called on sales managers to talk about sales training and occasionally I called on senior executives who wanted a custom training program to accompany some change initiative.

There was always a decision hierarchy of gatekeepers, influencers, and decision makers. Knowing the decision structure was always helpful, not always required for the sale, but when I lost a sale it was often because I wasn’t talking to the decision maker, the one person who could say “yes” when all others said “no.”

In consulting, first, a client is a person, not a company. He or she should be acting in the interests of the company, but one client hires a consultant. Yes, there may be a review committee and there is a “client system” of influencers, but one person is responsible for the problem, and benefits from the results achieved.

Who will hire you?I resisted the idea of an “ideal client” for too long. Eventually I got around to recognizing that those who hired me were often people who understood the importance of the “people stuff,” but recognized they weren’t good at it. A colleague with a PhD in quantitative methods was hired by “people-people” whose flat-side was math. One “ ideal client criterion” is skills match.

There is also an affinity component. Another colleague works for others of the same ethnicity. I know consultants whose client base are members of the same fraternity, or share the same hobbies (mountain climbing or sailing). Some consultants have broader range than others, but most have an “ideal client.” It is worth thinking about who will hire you.

How do you attract a clients attention?Cold calling

I sucked at cold calling. Others are better at calling executives out of the blue, and making a sale. One explained. “It’s a numbers game, make 10 calls a week, get three first meetings, convert one to a second meeting. One in four becomes a third; convert every third meeting to a project. You can improve by making more first calls, or with better targeting or by improving your ratios. Easy-peasy,” (for some). This is easier if you are selling one easily understood service offering, as when I sold training.

Thought leadership, writing, speaking, and public relations

I am often approached by firms like Forbes books, Advantage Press to write “the one-pound-business-card.” These firms have ghost writers for a book and articles from your ideas. They arrange speaking engagements, websites, podcasts, or TedTalk videos. You don’t make any money from any of these media, in fact you pay them a hefty sum, but “your business grows.” I know consultants who built a profitable practice using these services. Some consultants, do multi-media extravaganzas themselves. Does it work? Maybe, but it is time consuming to do yourself and expensive if you hire someone.

Firm thought leaders do research, write articles and books, supported by the firm. Some ultimately go independent. One told me that writing never produced any clients until he got “over fifteen Harvard Business Review articles and six books, but now it is my best source of over-the-transom clients.”

Conversations and referrals

This produced 85-90% of my business as an independent consultant. I would regularly “keep in touch” with people I worked with in the past. I sent an interesting article, suggested a book or a movie, recommended a customer or potential new hire. Then I’d telephone them and arrange a face-to-face meeting. These meetings were short, often thirty minutes or less, but I would always ask, “Is there anyone you know that I should be talking with? Sometimes, the person would say “let me think about that,” and I’d follow-up later. Sometimes they referred me to someone they knew. Sometimes they’d hire me.

Ageing out of consultingI should have kept in touch more with younger members of the client system. Usually I worked with clients my age or older. At seventy, my entire contact list was retired or dead. I love being retired, but observing consultants who work into their eighties and nineties, two things are true:

• They wrote several books and
• They surrounded themselves with younger people and kept in touch with junior clients.

I suggested thinking as an independent consultant to focus the consultant’s mind on selling. Even if you are a new analyst, client focus is beneficial. I succeeded in consulting by focusing on helping clients achieve results from change. I might have done better inside a firm treating my managers like clients. Just sayin’.

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We work hard to advance our careers, but suddenly, feeling like we are back where we started can be very frustrating. The situation raises our blog question: Are you caught in the circle of life?

No doubt, many people experience the situation, but how we handle it is the differentiator for success ahead. Sadly, most have the urge to quit, telling themselves, ‘It’s of no use.’ But that doesn’t have to be the case when we embrace the determination to learn and improve to move forward.

My Story

From my perspective, all areas are affected by the circle of life—for example, global and local news, the stock market, and our endeavors. At times, it seems as if we are returning to the era of almost cave dwellers, and today, with AI on the rise, the thought of space aliens visiting Earth is possible, and our living on the moon almost sounds like a good idea.

During our challenging times, it’s good to focus inward to discuss with our alter-ego what we wish to achieve in our lifetime and how our legacy may appear. A long-term vision for how we each desire our success and achievements is vital as it motivates us to continue.

Ideas to Remain In The Game

• Dedicate oneself to a list of challenging goals by taking the extra steps to achieve them.
• Admission to oneself when a strategy needs revision and the fortitude to fix it.
• Upon feeling confident, attempt something new and challenging.

The sales profession taught me to build genuine relationships with clientele plus stand my ground with bullies in the sales arena: education, good and almost evil, empowered my approach to entrepreneurship. Moving several times sent my effort spiraling downward until I caught each issue to dismantle it to move forward.

The magic occurs when we attempt something new beyond what we initially envision. Excitement returns for us to put a renewed effort into the new idea. Surprisingly, our previous experiences assist with turning our new thoughts into a robust outcome for the better. And sharing the good and bad experiences and how we dealt with them empowers others and increases audience awareness for the better.

Your Story: Caught In the Circle of Life?

No matter the size of the company for whom you may work, a retail store, or entrepreneurship, sooner or later, you may realize that you are caught in the circle of life to ponder what comes next. It becomes the time to focus on what you enjoy doing outside of work, or are there lessons realized that you want to share to empower others?

The possibilities are limitless for ending the circle of life to reach outward. No one but you knows the answer that will direct you to feel enjoyment and the utmost satisfaction.

Until you realize your better route, say ‘no’ to being caught in a loop to contemplate how to advance beyond.

In Conclusion: Caught In the Circle of Life

Upon embracing your ideas to remain in the game, bonuses arrive. Initially, receiving offers from others we previously viewed as out of our realm may seem like a shock. It happened for me and a friend, and the same may occur for you – but only if you give your vision an all-out effort to make it a reality.

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When faced with challenges, do you often seek someone else to blame? Leadership expert Michael Timms shows why this instinct is counterproductive, highlighting three effective habits of self-accountability that will empower you and others to make positive change — whether at home or at work.

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Being organized is essential to running a successful business. By taking the time to plan and put things in order, you can prevent mistakes and oversights, and you can come across more prepared and professional. But just what are some of the key organization tasks to consider? This post lists a few key examples.

Create a business plan

A business plan is the first step to launching a business. In this plan, you should outline a step-by-step process of every task required to get your business off the ground. This should include a list of all the equipment you need, a marketing plan and breakdown of all the costs involved. A business plan won’t just help guide you in the right direction, but it could also help you to gain trust when applying for finance or help from investors. Make this your first task.

Start budgeting

A budget is something you can include within a business plan, however it’s also something you need to be doing every week on an ongoing basis in order to prevent overspending. In its most basic form, budgeting involves tracking how much money is coming in so that you can decide how much money comes out. By tracking regular expenses and estimating how much you will earn, you can create financial projections that can help you determine how much more or how much less to put into your business.

Keep a diary/calendar

Keeping a diary or calendar can allow you to track scheduled events. You can also use it to create daily to-do lists and also set future goals and targets. While you can go old-skool and use a paper diary/calendar, a digital one could allow you to set reminder alerts and alarms so that you don’t forget anything.

Set up a business account

Having a separate business bank account allows you to more easily separate business finances and personal finances. Take the time to compare business bank accounts and their perks. Then move in all the money you’ve budgeted to spend on your business.

Organize your inbox

An inbox organization system can help you to prioritize emails and keep track of them. There are many different systems you can use. Ideally, you should try to keep things simple. One example of a simple strategy involves checking your inbox twice per day and then sorting all new messages by priority into one of four categories: ‘respond now’, ‘respond today’, ‘respond this week’ and ‘FYI’. Just make sure you schedule time to respond to the ‘respond today’ and ‘respond this week’ messages.

Use the right software

Downloading the right software can help you to efficiently organize your business, allowing you to keep essential information in one place and giving you the ability to automate tasks. It’s worth looking for software catered to your industry. For example, if you’re launching an auto repair shop, look into programs that can help with mechanic shop organization.

Know when to hire help

You may not be able to manage every task yourself. Knowing when to hire a helping hand will help keep you on top of your schedule. If you don’t want to hire employees, consider outsourcing services. Popular examples of services to outsource include accounting, marketing, phone answering and web design. Just make sure you can afford these services.

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The terms “business owner” and “risk taker” fall into the same semantic category. Generally speaking, there isn’t one without the other and for many good reasons. Finding your place in the business world can be full of tough decisions that don’t always work out for the best, but what do you do when you experience the drawbacks of being a risk taker? The truth is, not everyone is going to be happy with the decisions you come up with and make during your career. However, there is no point in trying to play it safe just to please people and avoid uncertainty. All in all, you need to be able to take a business risk and deal with the tough downsides that go with it. Although every scenario will be completely different, here are just some of the issues you may face after taking a controversial business risk.

You Might Damage Your Reputation

When you make a choice related to your business, you are inevitably going to represent your brand in one way or another. Damaging your business reputation is not something you’d ever want to do, but sometimes it’s part of the balance of making a mistake or taking a risk leap. You may find it useful to consult an expert witness in social media if you believe you’ve made a problematic remark on one of your social media platforms. One wrong move could send your entire business crashing down, and the brand you’ve worked so hard to build could be taken away at any given moment. During legal proceedings an expert witness could build a case against your business and showcase complex evidence to a jury. This could, of course, damage your reputation for the long run and cause issues with rebuilding your business.

You Could Lose Money

Usually, when you’re making a decision related to your business it’s going to involve some sort of financial stake. Losing money is a very high possibility when you’re making risky business decisions, so you need to be wary of this when it comes to putting all of your eggs in one basket.

You Might Lose Customers or Clients

As a business owner, you know that retaining customers is a hugely important aspect of keeping your company up and running. Losing customers or clients could easily happen if you don’t make the right decisions for your business. Taking risks may cause you to lose very important members of your community, so make sure you keep this in mind at all times.

Every business owner will choose to conduct their business in a different way, some of which will resonate with their stakeholders and others won’t. You are the owner of your business, which makes you the boss who’s in charge of all decisions. Although that is a lot of weight on your shoulders, you chose to take on the burden when you started your own business. Being a smart business owner involves weighing up the pros and cons of each circumstance and making choices that may not always be easy.

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It feels so amazing getting to first take the leap into the thrilling world of solopreneurship, right? It’s terrifying because, technically, there’s a lot that’s going through your mind and your life (even personal relationships). So, yes, by all means, this is extremely daring! For the most part, it’s usually filled with some promise, too. But at the same time, like everyone knows (and even those shows and movies depict), it’s not really a cakewalk any of this.

It’s not always great having to face reality, but the reality would have to be the fact that starting a new business all by yourself comes with a unique set of challenges. Actually, it’s not just challenges; it’s the potential for a full-on major disaster that can immediately destroy what you’ve attempted to build up (yes, even if you literally haven’t begun your business yet). But what exactly are these? Well, here’s what you need to know!

There’s the Potential of Financial FiascosNo one likes to talk about money, but we have to talk about money. One of the fastest ways to hit a wall as a new solopreneur is to run out of cash. Technically, before you even start your business and fully register it, this can also happen. You’re passionate, you’ve got a great idea, but the bank account is looking grim. Managing your finances is absolutely crucial from day one.

Tech Nightmares are More Common Than You ThinkSo, just imagine this: you’re about to close a major deal, and suddenly, your website crashes, or your laptop dies. Needless to say, tech issues can be a nightmare, especially when you’re just starting out and every moment counts.

Seriously, you’re going to have to look into investing in reliable technology and keep everything up to date. So, you’re going to want to regularly back up your data to avoid losing crucial information. For example, it might be a really good idea to look into using cloud services to store important documents and consider having a backup device on hand. If you’re not tech-savvy, it might be worth investing in some professional help to set things up correctly from the start.

Burnout Breakdown Happens FastYou have to understand that starting a business is a marathon, not a sprint. It’s easy to fall into the trap of working around the clock, thinking that more hours equals more success. But if you burn out, your business will suffer too. Are you taking breaks? Are you juggling everything? How are you managing?

Marketing Mayhem is DifficultYou’ve got an awesome product or service, but how do you let people know? Well, the obvious would be marketing, right? After all, marketing is a critical component of your business, and getting it wrong can set you back significantly.

The problem would have to be the fact that a lot of business owners expect to go viral within days of starting their business. Sure, there are plenty of businesses that do, but you have to understand it’s rare, and oftentimes, these people create a parasocial relationship prior to starting up their business.

It’s Hard to Navigate the Red TapeLegal issues can be a minefield for new solopreneurs so that alone is why you need to have good business insurance from a reliable insurance agency. You seriously never know what could happen to you, and yes, that means legal issues. So, in general, there are just a lot of decisions that could be fatal to your business and to you overall.

There’s a lot to consider, from choosing the right business structure to understanding your tax obligations. Ignoring legal requirements can lead to fines or, worse, the closure of your business.

While you absolutely need insurance, you’re also going to need a legal professional that you basically partner up with to help you out with all of this. Overall, it’s about understanding your legal responsibilities from the get-go, which can save you a ton of headaches down the road.

Client and Customer Chaos is a ThingAs you already know, clients are the lifeblood of your business, but managing them can be tricky, especially when you’re flying solo. Difficult clients, scope creep, and late payments can derail your progress.

Basically, all it takes is one angry client; even if it’s your first one, they can immediately destroy your business. For example, if you put your business on “Google My Business,” well, that one review, that one start review (especially if that’s literally the only review on there), will kill your business instantly.

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Theory U is a change management method and a framework for transforming business, society, and self. Developed by Otto Scharmer, it emphasizes the importance of connecting to the deepest sources of self to bring about profound changes in individuals, organizations, and society.

The process of Theory U is shaped like a “U” and involves five key stages:

1. Co-Initiating: This stage involves building common intent and suspending past habits of judgment. It’s about coming together as a group and starting to open up to new possibilities.
2. Co-Sensing: In this stage, participants are encouraged to see from the edges of the system. It involves going to places of most potential and observing with fresh eyes, empathizing deeply to understand how others experience the situation.
3. Presencing: This is a pivotal point in the U where participants connect to the deepest source of self and will. It is a moment of profound reflection, where one lets go of old identities and intentions and allows a new sense of self and purpose to emerge.
4. Co-Creating: Emerging from the bottom of the U, this stage is about prototyping the new in living examples to explore the future by doing. It involves rapid cycles of thinking, doing, and reflecting to learn by doing and develop practical solutions.
5. Co-Evolving: The final stage focuses on institutionalizing the new practices, structures, and policies that have emerged. It’s about continually updating practices based on the feedback and learning gained through the earlier stages.

Theory U is particularly relevant to servant leadership because it emphasizes deep listening, empathy, and co-creation, aligning with the core principles of servant leadership. It encourages leaders to lead from the future as it emerges, rather than just based on past experiences

In the dynamic landscape of contemporary leadership, the philosophy of servant leadership has emerged as a transformative catalyst for holistic organizational development.

As we venture deeper into the exploration of this philosophy, we uncover its profound impact on fostering an environment of collaboration, empathy, and empowerment—an environment where the growth of individuals, the alignment of purpose, and the well-being of the collective take precedence over traditional notions of leadership.

This chapter delves into the core principles and practices of servant leadership and unveils its harmonious alignment with the ideals of holistic growth.

The Essence of Servant Leadership: Leading through Service

At its heart, servant leadership redefines leadership as a service to others. This paradigm shift challenges the conventional notion of leaders as authoritative figures who dictate directives. Instead, servant leaders view their role as that of facilitators, mentors, and enablers of growth.

They prioritize the needs of their teams, acknowledging that their own success is intrinsically tied to the success of those they lead. This fundamental shift in perspective sets the stage for the creation of an environment where collaboration and empowerment flourish.

Nurturing a Culture of Collaboration: Open Communication and Shared Purpose

Central to the philosophy of servant leadership is the emphasis on open communication. Servant leaders create spaces where individuals feel safe to voice their opinions, share ideas, and engage in dialogue.

By actively listening and valuing diverse perspectives, servant leaders cultivate an atmosphere of inclusivity and mutual respect. This culture of collaboration not only fuels innovation but also ensures that the organization benefits from the collective wisdom of its members.

Shared purpose is another cornerstone of servant leadership. Servant leaders work to align individual and organizational goals with a broader sense of purpose—one that transcends financial success and encompasses a positive impact on society.

By imbuing every action and decision with purpose, servant leaders inspire a collective commitment that goes beyond personal gain and elevates the well-being of all stakeholders.

Empathy and Empowerment: Fostering Individual Growth

Empathy lies at the heart of servant leadership. Servant leaders possess a keen understanding of the emotions, concerns, and aspirations of their team members. This empathetic approach not only nurtures a culture of trust but also creates a sense of belonging within the organization.

By acknowledging the holistic well-being of individuals, servant leaders create an environment where employees are valued not just as resources, but as human beings with unique talents and needs.

Empowerment is the natural outcome of this empathetic approach. Servant leaders provide their teams with the autonomy, resources, and support needed to excel. They encourage individuals to take ownership of their roles, make decisions, and contribute to the organization’s growth. This empowerment unleashes untapped potential, driving innovation and fostering a sense of pride and ownership among employees.

Leading by Example: Humility and Integrity

Servant leaders lead by example, embodying qualities of humility and integrity. They are not afraid to admit their mistakes or acknowledge their limitations. This transparency creates an atmosphere where individuals feel comfortable taking calculated risks and learning from failures.

By upholding a high standard of ethical conduct and moral integrity, servant leaders set a precedent for the organization’s values and contribute to a culture of accountability.

Servant Leadership and Holistic Organizational Development: A Seamless Integration

Servant leadership seamlessly aligns with the principles of holistic organizational development. Its emphasis on collaboration, shared purpose, empathy, and empowerment resonates deeply with the holistic perspective that considers the well-being of employees, communities, and the environment. In organizations guided by servant leadership, growth is not confined to financial metrics but extends to the growth of individuals, relationships, and societal impact.

As we journey further, we will explore how servant leadership forms the bedrock for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

The subsequent chapters will unveil the practical strategies, real-world examples, and actionable insights that illuminate the path towards holistic growth through servant leadership, creating a blueprint for leaders who seek to shape organizations that transcend conventional boundaries and embrace holistic excellence.

Reflections:

1. Understanding Change: Reflect on a significant change you have experienced in your professional life. How did servant leadership principles, or a lack thereof, influence the outcome of this change?
2. Theory U and Servant Leadership: Consider the concepts of Theory U as they relate to servant leadership. How do these concepts complement each other in managing change within an organization?
3. Personal Reactions to Change: Think about your personal reaction to change. How do you typically respond, and how could a servant leadership approach alter your perspective or response to change?
4. Empathy in Times of Change: Empathy is a key component of servant leadership. How can empathy be effectively employed during organizational changes to support team members?
5. Openness to New Perspectives: Servant leadership encourages openness to new ideas and perspectives. Can you recall a situation where being open to new perspectives during a change process led to a positive outcome? If not, how could this approach have made a difference?
6. Leadership and Vulnerability: Servant leadership often involves showing vulnerability, especially during times of change. How does being vulnerable as a leader impact the process of navigating change?
7. Implementing Theory U: Think about a scenario where implementing Theory U’s principles could aid in a change process. How would you apply these principles to facilitate effective change?

These questions are designed to prompt reflection on the application of servant leadership and Theory U in managing change, encouraging readers to think critically about their own experiences and leadership approaches.

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Are you also one of those who want to follow in the footsteps of successful people? This eternal debate has continued from time immemorial. In fact, both talent and hard work are major contributing factors to the success of a person. Talent is the natural endowment of a person, whereas hard work means constantly, regularly, or habitually engaged in earnest and energetic work. Even if highly talented people have a head start, hard work is more important than talent. Why? Hardworking people would likely surpass naturally gifted individuals when it comes down to perseverance.

In this article, we’ll highlight some fundamental facts regarding talent and hard work so you can better understand what it takes to achieve greatness.

1. The REAL ArgumentHard work is essentially the preparation and training that allows us to intensify and fine-tune our natural abilities. Talent is the enigmatic factor that can be used to our advantage, but, on its own, is not sufficient to succeed. Let’s recall the story of the tortoise and the hare. The hare has the natural ability to win the race effortlessly, but its lack of perseverance causes it to lose. Simple as this example may be, instances of this story’s message can be seen in virtually every area of life today, from the business world to the sports industry and so on and so forth.

According to a study by Clemens Tesch-Romer, Ralf Th. Krampe and K. Anderson Ericsson,the efficiency of deliberate practice is indispensable. This study definitively proved that meticulous work and deliberation are crucial to being successful in any undertaking.

Simply put, although talent increases the likelihood of succeeding, it is not worth much without a steadfast approach and perpetual hard work.

1. Innate TalentNatural talents are innate gifts that can help a person achieve success in particular activities. For example, consider a person who wants to become a singer. In this instance, having a certain vocal quality, an aptitude for singing and continuous practice would further their chances of realizing their dream. In reality, however, many individuals with natural-born talents fail to execute them optimally.

In these cases, hardworking people, who don’t have the natural ability to execute an activity to the same extent, might be better able to deliver. In other words, hardworking individuals have a good chance at beating talented individuals at their own game simply through their endless efforts. This highlights the ongoing debate of talent or hard work.

1. Hard Work is Acquired TalentGenerally, people believe talent is more important than hard work for achieving success, but nobody becomes successful overnight. Hard work may be an underrated endeavor, but it is ultimately what gets a person across the finish line. And having the determination to work hard in the face of difficulty is a form of natural talent. One has to have passion and determination that keeps one going.

In other words, working hard is not easy when one obstacle after another presents itself dancing in front of us inviting us to surpass them with our own hard work, but having the ability to persevere in spite of these can give us a significant advantage.

1. Hard Work Can Develop Natural TalentIf we are naturally talented, but we don’t have the ability to sustain hard work, our talent may prove to be completely useless because it will not be used to its full potential. In other words, hard work in conjunction with natural abilities will yield much better results than innate talent on its own.

Thus, it can be argued that hard work is necessary for developing an individual’s talent, highlighting why hardwork is more important than talent. It can even be argued that, even if the individual has no innate talent to begin with, hard work is ultimately the factor that leads to success.

1. Hard Work = OpportunitiesIt can be said that talent is a matchstick while hard work fuels the fire. Put simply, our natural skills are vital for getting any project or activity off the ground and in the right direction, but hard work makes usmuch more likely to see things through and succeed.

In many cases, someone may not be considered naturally gifted in what they do. Yet, they achieve success to a greater extent than many talented individuals simply because they have the fuel to keep the fire burning. We see variety of people in our surroundings who were dumped in a particular role and they outshined after sometime.

ConclusionIn short, the debate between hard work and talent is not a binary one but rather a nuanced interplay between innate ability and relentless determination. While talent may provide a temporary advantage, it is the hard work that ultimately separates the mediocre from the meritocratic. Whether in the realms of business, sports, academia, or the arts, success is the culmination of countless hours of dedication, sacrifice, and perseverance. As individuals navigate their own paths towards greatness, it is this unwavering commitment to excellence that will ultimately determine their fate.

Talent may open doors, but it is hard work that propels them forward on the journey to success. In other words, it cannot be said that hard work is more important than talent or vice versa. No person should solely rely on their talents to get them where they aspire to be. Instead, continuous hard work and endurance is the key to pursuing any goal, be it personal, business, or sports-related.

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David Bolno, from Los Angeles, is a famous entertainment business manager of celebrities. The clients of Bolno’s list include the names of famous music industry stars like Justin Bieber, Drake, Post Malone, and Pharrell William. He is a teacher, an advisor, a philosopher, and a friend to these top celebrities. He has gained much experience from the years of his service in advising them. Through his long experience, he has developed a tough philosophy of creating true and sustainable resilience in this high-speed industry.

David Bolno is a business manager. He is a force, a strategist, and the mastermind of the success stories you read and see on your screens and airwaves. Collaborating with some of the industry’s stars, Bolno’s influence goes beyond just the financial transactions. It is all about the legacy creation, career-shaping, and leaving an everlasting mark on the ever-changing world of entertainment.

Some people think of success as achieving fame, money, or social status. In this way, David Bolno is a clear winner. He has become rich by assisting clients in managing their wealth, making wise investment decisions, and lowering their tax bills. He has been always in the news for his numerous professional achievements.

He is the one who can think about everything strategically. At the same time, he ensures that his clients get the best out of his financial wisdom. He backed several artists to succeed in the entertainment industry. He thinks taking a chance is important; likewise, identifying opportunities is crucial. He does the same for his clients so they never fail to get those profitable chances. Certainly, it makes him the perfect skilled business manager.

Smart BrandingBesides the quality of work, in the modern digital era, being social and building a personal brand through an online presence are equally important. Bolno emphasizes that strategic online visibility and direct audience interaction have become really crucial for any entertainer to get longevity.

For clients like Justin Bieber who grew up in the age of social media, Bolno helped in the creation of content strategies. This made the pop star-to-be a respected artist on his own terms.

The lasting friendships between fans and creators can be very useful for stability no matter what disturbances or breaks happen in the future. Thus, for Bolno, it is impossible to separate smart branding from resilience.

Navigating the Industry LandscapeThe music industry is a never-ending source of opportunities and obstacles that can only be appreciated by the ones with a keen eye for detail. Music experts such as David Bolno are the driving forces behind their clients. They assist their clients in dealing with the complexities of contracts, license agreements, and marketing campaigns. Their negotiation expertise and business knowledge ensure that the artists are paid well and can get the maximum exposure for the work they create.

Be mentally prepared for rejectionsOf course, bouncing back from failures and rejections is important for developing perseverance in entertainment. Getting rejected is inevitable in an industry flooded with the best talents, even for the most successful artists. The main thing is to create the right mindset to overcome those ego bruises.

Superstars never let rejection hinder them from conquering the longer path. They don’t take “no” for a final answer but consider it as feedback to be incorporated while continuing forward with full self-belief.

Behind each icon that has survived for decades, a team of passionate professionals always exists. For any newbie dreaming of building a career filled with impact, Bolno’s advice is clear:

• Be willing to constantly get better at what you do and explore everything that can boost your voice.
• Toughen up your brain for rejection knocks
• Build a support system of family and friends
• Get your finances in order
• Most importantly, stay true to the things that made you stand ahead.

In the world of show business, where fame lasts for a very short time, their work will last forever, and that way, their careers will be sustained for a long time. David Bolno leads clients through the good and the bad with wise and careful advice. Thus, he is the best example of this unreplaceable profession.

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As a business, one of the most important things you can do is plan ahead. Being at the forefront of the industry and getting ahead is so important and that can only be done if you plan for the future. When you are riding a wave of success, it can be easy to sit back and just revel in your success, but this can lead to you falling behind. In this article we take a closer look at why planning ahead is so important for a business and what you can do to ensure you get ahead. Keep on reading to find out more.

It means you’re ready for any eventuality

Unfortunately, none of us know what the next few months or even years are going to throw at us. From economic crashes to different trends, it can be difficult to stay ahead. If you plan for these eventualities with things such as having an emergency funds pot and enough to keep your business afloat for a good few months even if you don’t bring in any income, it means you can keep going. If you don’t plan for things like this, the slightest problem could see you go under, which isn’t something anyone would want!

You can stay ahead of the competition

In business, you need to do what you can tyo get ahead of your competition. Your marketing is one of the most vital ways you need to plan and we recommend looking into top-of-funnel marketing. This is important for boosting brand awareness and generating leads and is essentially about reaching people that might not know about you yet. By making the most of these tools and techniques as well as researching future trends and data, you can soon race ahead of your competition.

It gives a clear direction for any goals to be met

Goals are a vital aspect for growing and developing a business and planning ahead means everyone in the company is one the same page for what they should be doing. Have regular team meetings where you update everyone on things such as financial trajectories, numbers you want to hit and just how this can be done. Giving everyone a clear goal to meet can help them feel inspired and know exactly what work needs to be done.

These are just a few reasons planning ahead is so important for a business. It’s vital you work together with every department to know what the upcoming months look like and what everyone needs to do to achieve their goals. By being prepared and knowing you’re ready for the next quarter and further ahead, you will be ready for both the good and the bad and will be much more likely to survive, succeed and flourish than any competitors that perhaps aren’t being so organised. What are some top tips you have for planning ahead as a business? Let us know in the comments below, we’d love to hear from you.

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The heart doesn’t keep an HR-approved memo on whom it is supposed to grieve for or for how long. Yet, traditional workplace policies on bereavement leave seem to send quite the opposite message—they come with a laundry list of who qualifies for emotional downtime and who doesn’t, almost as if loss could be parsed into standard categories. It’s high time for a radical rewrite. I am calling for organizations to relinquish the dated recipe of tying bereavement leave to the official-sounding ‘relationship status’ and instead advocate offering bereavement leave that accommodates all forms of loss.

A Paradigm Shift in PerceptionDismantling the relationship requirement isn’t a suggestion rooted in a rebellion; instead, it is a strategic leap toward a more inclusive culture and a reflection of the evolving human experience. To demand that employees prove the depth of their connection to someone who has passed before they are allowed to grieve on the company’s watch is, at its core, an invasive and outdated practice. Why should the anguish of losing a beloved pet warrant any less time for recuperation than losing a cousin?You Grieve, You Need LeaveThe tight grip on who qualifies for leave based on ‘relationship’ severely underestimates grief’s universality. Grief transcends the boundaries of familial ties; it can arrive unannounced, a sidekick to any form of loss, from a divorce decree to the funeral arrangements of a friend from the neighbourhood. By recognizing this, businesses have the power to not only support their employees through some of their darkest times but also to forge a company culture rooted in compassion and flexibility.

Addressing the Skeptics: Cultivating a Culture That TrustsSkeptics might fire back with fears that such a move could be ‘exploited’, leading to a culture of unwarranted absence. If so, your organization has a culture problem, not a bereavement problem. This could be a moment of reckoning to redefine expectations and redefine the covenant of trust between employer and employee.

Leaders Lead by ExampleOne of the most potent tools in this cultural shift is leadership endorsement. When leaders are transparent about their own experiences with grief and vocal about the policies in place to support it, they pave the way for company-wide acceptance. This is a journey that requires courage—from leaders to instigate it and from the culture to sustain it.

The Hidden Costs of InflexibilityThe rigidity of traditional bereavement policies can often lead to employees taking unsanctioned leaves or worse—showing up at work, emotionally scarred and potentially disruptive. The cost implications of such scenarios are rarely counted among the initial ledgers but they resonate in productivity loss, disengagement, and even tarnished reputations.

An inclusive bereavement leave policy demonstrates a company’s commitment to its most valuable asset—its people.

In return, businesses can expect a more engaged, loyal workforce with a higher level of psychological safety and, in turn, resilience through even the most tumultuous times.

The Roadmap to Implementation: A Stepwise ApproachRadically rethinking policies is one thing; turning them into a functioning reality is quite another. The key is to approach this in calculated steps, with culture-building initiatives alongside practical policy adjustments.

Review, Revise, Revise AgainBegin by critically reviewing your current bereavement policies. Who do they serve, and who do they exclude? I am sure that they don’t account for those who have to travel to a funeral for example. Once the shortcomings are clear, work with stakeholders to craft a revised framework that is not only a good starting point but also compassionate and sustainable.

Communication is KeyManagers are often the front line of such policies and they will ebb and flow around them. The most important part is that everyone knows what is allowable. If the baseline is reasonable, then we have more room for equity and inclusivity. Bob doesn’t get upset that Anne received 2 weeks’ accommodation and he only got 4 days.Introduce Feedback LoopsLastly, every employee coming back into the workplace should have a return to work-process. That process should include feedback loops that welcome critiques and suggestions for your policy review cycle. Continuous learning and adjustments will be the hallmark of a policy that truly serves the needs of the workforce.

As the conversation around mental well-being continues to gain momentum, the inclusivity of bereavement policies becomes a flagship issue. This isn’t just another paragraph in the HR handbook; it’s a nuanced reflection of our humanity and the kind of workspaces we wish to manifest in the world.

If you would like to learn more or are interested in support in cultivating new bereavement policies or processes, please reach in.

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Most of us have experienced challenges in our lives that called for resilience. So, we could rightly think of ourselves as resilient entrepreneurs.

Do you ever wonder what it takes to bounce back from life’s toughest moments?

Think about it for a moment. When you hear ‘resilient entrepreneur,’ whose story resonates with you? Perhaps it’s the perseverance of Albert Einstein, who, despite initial academic setbacks, revolutionized our understanding of the universe with his theory of relativity. Or maybe it’s James Dyson, whose relentless experimentation led to the creation of the iconic Dyson vacuum after numerous failed attempts.

Or is it someone closer to home? A friend, a mentor, or even your own story? Someone who, against all odds, rose from the ashes of adversity to not only survive but thrive. If you or someone you know embodies this spirit of resilience, I’d love to hear your story.

The Resilient Dolly Parton

The way I see it, if you want the rainbow, you gotta put up with the rain.

~ Dolly Parton

Regardless of what you think about country music (and I’m a huge fan of classic country), Dolly Parton’s journey exemplifies true resilience. Her story is one of triumph over life’s harshest conditions. Raised in poverty, with her family often struggling to make ends meet, Dolly’s early life was far from easy. Yet, her spirit remained unbroken.

Facing rejections, stereotypes, and even threats, Dolly’s path was anything but smooth. Her unwavering determination has made her a symbol of strength and success. At seventy-seven, she continues to inspire with her unstoppable energy.

We all encounter our unique challenges – financial woes, personal struggles, or professional obstacles. The key lies in how we face them. Intelligence, passion, and faith are crucial, but there’s something else – resilience. This invisible armor enables us to withstand life’s battles and emerge stronger.

What Is Resilience?

Resilience isn’t a single skill. It’s a variety of skills and coping mechanisms.

~ Jean Chatzky

Resilience is about more than just ‘bouncing back’; it’s about adapting, learning, and growing from our experiences. It’s about maintaining our core strength, even when faced with life’s relentless challenges. Real resilience can be messy and challenging, often stirring up a whirlwind of emotions. But it’s also crucial for our overall well-being.

Studies show that those with higher resilience can navigate life’s trials more effectively and they also enjoy better physical health. It’s not about being unaffected by hardships but it’s learning to navigate them with grace and strength.

When Resilience Falters

Life’s not always smooth sailing. Sometimes, even the smallest setbacks can feel overwhelming. When our resilience falters, recovery becomes harder, and new challenges can feel insurmountable. It’s crucial, then, to nurture our resilience, keeping it strong and ready for whatever lies ahead.

Boosting Your Resilience

Here are four actionable tips to enhance your resilience:

Practice Gratitude: Appreciate the small joys – a sunny day, a good meal, a laugh with a friend. Cultivating gratitude helps build a positive outlook, vital for resilience.

Embrace Realistic Optimism: Optimism is essential, but it must be balanced with a realistic view of the situation.

Find Meaning in Challenges: Look for lessons and growth opportunities in difficult situations.

Nurture Your Sense of Humor: Laughter can be a powerful tool in the face of adversity.

The Climb – Embracing the Struggle: We usually perceive adversity as an obstacle; and it often is. Yet, it can also be an opportunity for growth. Facing challenges head-on can be incredibly rewarding, often more so because of the struggle involved. It’s about the journey, the learning, the growth – it’s the climb.

Your Resilience ChallengeIdentify a current challenge in your life. Apply just one resilience strategy to this situation. Notice the impact, no matter how small. Life is a series of actions and reactions – each step, a building block towards growth and change.

If you’d like, please share your challenge and how you overcame it. You may be surprised at the effect you may have as someone else may have encountered something similar and discover a solution through your experience.

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We’re conditioned to believe that those who work the hardest will be the most successful. Rewards will come to those who are the first to arrive and the last to leave. Pedal harder and faster and your efforts will be rewarded.

Amazon is a great example of the “pedal harder and faster” mantra. For years, Amazon has been criticized for treating employees as cogs in the larger business machine. This 2015 New York Times article exposes edicts such as “toil long and late,” and “when you hit the wall from the unrelenting pace, the only solution is to climb the wall” as the Amazonian rules for success. While Bezos has publicly disputed many of the claims, the company manifesto that he wrote himself states, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.”

While Amazon is known for its customer-centric approach, innovative capabilities, and long-term vision, the organization is notorious for putting profits over people. Based on interviews with over 100 ex-staff members, The New York Times discovered that Amazon’s culture exhibited the following characteristics:

• Anonymous evaluations and forced elimination of underperformers: Employees engaged in informal agreements to provide negative feedback for specific colleagues, leading to their termination during annual performance reviews.
• In hostile work environments: individuals were actively encouraged to engage in intense debates and criticism of their co-workers, often reaching levels of humiliation.
• Poor work-life boundaries: Some employees were expected to participate in conference calls while on vacation or work weekends and nights from home. Additionally, the company demonstrated a lack of consideration and empathy toward individuals dealing with personal hardships. Culture 500Culture 500 provides a data-based view of company culture within some of the largest and most powerful organizations in the world. In a collaboration with MIT Sloan Management, Glassdoor and CultureX, they use cutting edge AI and other technology tools to examine how companies measure up on culture in the eyes of employees.

Culture 500 measures company performance across nine cultural values — agility, collaboration, customer orientation, diversity, execution, innovation, integrity, performance, and respect. These values are among the most frequently cited by large companies in their official corporate culture value statements as well as by employees in company reviews, and they are linked to a variety of desirable outcomes like financial performance, innovation, and employee engagement.

Among over 24,000 Amazon employees, the most frequently discussed cultural value is execution, and the most positively discussed value is innovation. While Amazon walks the talk when it comes to customer orientation and innovation, employees don’t experience the same with integrity, performance and respect — the three most negatively perceived values.

Even according to Bezos himself, the currency at Amazon is time and energy for money. Considering that the very definition of energy is the capacity to do work, the logic is twisted. The more time we put in the less energy we have. The less energy we have, the less productive we are. The cumulative effect becomes a powerful current that leads us right out of our peak performance zone.

“To win in the marketplace, you must first win in the workplace.” – Doug Conant, former CEO of Campbell’s Soup

Today’s leading companies strive for continual improvement across the board. Reduce costs, improve processes, increase revenue, streamline processes, build a better widget, be first to market, do more with less. But the most successful companies recognize the currencies that drive high performing, bright employees to achieve those goals. They understand that people go to work for more than a paycheck and are motivated by more than money.

The companies that nurture healthy high-performing teams breed an atmosphere of success by cultivating the kind of culture that inspires people to take pride and ownership in their individual contributions toward to those goals. In fact, employees who feel their contributions are valued are 60% more likely to deliver their peak performance for their employers.

People who love what they do are more engaged. But, people don’t love their jobs because they are making millions of dollars for shareholders. While the bigger bottom line may be the payoff for the organization, it’s rarely what inspires the individual. People love their jobs because they feel like their contributions matter.

“Everyone wants to know that what they do really matters.”
—Bob Chapman

Employee engagement is measured by individuals’ contributions to organizational success as well as the personal satisfaction people feel in their roles. Highly engaged employees are not just committed. They are passionate about the contribution they make to the success of the team, and they feel valued and respected for their talents. That collective passion fuels a collaborative culture rather than a combative one. These are the teams that recognize the competition is not “inside the house,” but out there.

Engagement isn’t a utopian ideal. In fact, a sense of belonging and value are innate human needs that contribute to the highest level of self motivation. Psychologists refer to this as self-actualization, and it ‘s the realization of one’s full potential – being the best one can be. People actually want to contribute to something bigger than themselves. Their level of engagement is defined by the alignment between the satisfaction they get from the contributions they are able to make.

“The engaged stay for what they can give; the disengaged stay for what they can get or leave to give their talents to someone else.”

A highly engaged culture, however, is not synonymous with a kinder, gentler, happier workplace. Happy people do not automatically create an engaged culture. The irony of a “smile and nod” culture is that, while it might feel good, it can actually cripple innovation by creating an environment where there is no impetus to change or there is too much pressure against rocking the boat to welcome new ideas.

Overachievers are looked down upon because they make mediocrity feel uncomfortable. Disagreements are uncomfortable. Challenge is uncomfortable. The status quo often wins. The 7 most expensive words in business, ‘We have always done it this way,’ not only prohibit the next big idea, they discourage people from even thinking about the next big idea.

“We tried that once; the guy who came up with the idea isn’t here anymore.”

Full engagement happens in a culture that inspires people to stretch and challenge themselves and each other. It isn’t written down in a binder; it’s deeply embedded in the way people feel about their capacity to contribute. Enabling people to take risks leads to innovation, creativity, and process improvement. But it requires a healthy balance between challenging new ideas and promoting teamwork.

Productive disagreements shouldn’t be sacrificed by harmony, nor should candor and respect. A healthy challenge of ideas is essential. Without it, people fall into the status quo mindset laced with apathy or complacency. However, challenging the status quo only works within the context of healthy relationships built upon mutual respect.

Organizations that truly want to not only achieve but fuel sustainable peak performance have to consider a new value exchange. What does it take to engage employees, enable them to contribute productively to organizational goals, and create the conditions where everyone operates within their zone of peak performance?

Care and empathy can coexist in a culture that fosters candor and honesty. Likewise, candor and honesty can be delivered with respect. Leaders who foster a culture of respect, learning, and individual contribution don’t take capacity for granted and they don’t mistake time for value. They create the conditions necessary for people to work in their performance zone and encourage them to shift to the renewal zone when they need to. These are the leaders that have the maturity and the vision to recognize that the health of the organization is defined by the health of the people within it.

So, the million-dollar question is this: What is the price of success? Perhaps it’s a good time to take inventory what you do each day, how it makes you feel, and how it impacts others.

The only way to do great work is to love what you do.

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In a world marked by rapid technological advancements, shifting cultural values, and a renewed focus on social and environmental responsibility, the concept of organizational development has evolved beyond its traditional confines.

While the traditional models of growth emphasized the pursuit of profit and efficiency, a new paradigm has emerged—one that encompasses a more holistic approach to organizational development.

This chapter explores the transformative journey of organizational development, tracing its evolution from conventional growth models to the embrace of holistic paradigms, all within the context of servant leadership.

The Genesis of Organizational Development: Traditional Growth Models

Historically, the primary goal of organizational development was centered on financial success and market dominance. Businesses sought to increase profitability through strategies such as cost reduction, operational efficiency, and market expansion.

While these approaches delivered results in terms of bottom-line growth, they often overlooked the broader impacts of their operations. Employee well-being, community engagement, and environmental sustainability were secondary considerations, leading to a skewed perspective that failed to address the intricate interplay between business and society.

The Rise of Holistic Organizational Development: Beyond the Balance Sheet

The transition towards holistic organizational development signals a shift from profit-centric metrics to a more comprehensive approach. This approach recognizes that an organization’s growth is intertwined with its impact on various stakeholders—employees, customers, communities, and the environment.

Holistic development acknowledges the intricate relationships that exist within and beyond organizational boundaries, advocating for a harmonious coexistence rather than a one-sided pursuit of growth.

The holistic paradigm acknowledges that an organization’s long-term viability is directly linked to its ability to create shared value. This entails aligning business strategies with societal needs, ensuring that growth contributes positively to both economic prosperity and social well-being.

Holistic organizational development strives to create an ecosystem where organizations thrive not in isolation, but as integral parts of a larger societal fabric.

Servant Leadership as the Guiding Light: Aligning Holistic Values

In the midst of this transformative shift, servant leadership emerges as a natural fit—a philosophy that aligns perfectly with the ideals of holistic organizational development. Rooted in the belief that leadership is synonymous with service, servant leadership fosters an environment where the growth of individuals, the empowerment of employees, and the well-being of the community are paramount.

The core principles of servant leadership—empathy, active listening, humility, and a commitment to nurturing potential—resonate profoundly with the ethos of holistic development. Servant leaders view their role not as dictators, but as facilitators of growth. They create spaces where open communication thrives, ideas are valued, and a sense of shared purpose is cultivated.

By placing the well-being of their teams and the community at the forefront, servant leaders inherently align with the holistic perspective, ensuring that growth transcends financial numbers and encompasses a broader positive impact.

A Holistic Development Framework: Integrating Holistic Values

Holistic organizational development, guided by servant leadership, introduces a framework that extends beyond financial measures. It encompasses a spectrum of factors including employee engagement, diversity and inclusion, ethical practices, environmental sustainability, and community engagement. By considering these elements collectively, organizations ensure that their growth aligns with the well-being of all stakeholders, leaving a positive imprint on society.

Servant leadership serves as the connective tissue within this framework. It encourages leaders to embody qualities of empathy and compassion, making decisions that resonate with the organization’s purpose and values. By fostering an environment of trust and collaboration, servant leaders empower employees to thrive, innovate, and contribute meaningfully to the organization’s growth trajectory.

The Path Forward: Holistic Organizational Development through Servant Leadership

The convergence of holistic organizational development and servant leadership ushers in a new era of leadership—one that acknowledges the intrinsic interdependence between organizational success and societal well-being.

This chapter sets the stage for the exploration of servant leadership’s multifaceted role in the holistic growth journey. As we delve deeper into the subsequent chapters, we will uncover how servant leadership principles empower individuals, foster collaboration, navigate change, and ultimately pave the way for organizations to flourish holistically in an interconnected world.

In the chapters that follow, we will explore how servant leadership serves as the cornerstone for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

As we embark on this transformative journey, we invite you to explore the intersection of servant leadership and holistic organizational development, discovering how these principles can reshape the way we lead, grow, and create meaningful change in the modern world.

Reflections

1. Understanding Evolution: Reflect on your current understanding of organizational development. How has this evolved over time, and how does the concept of a ‘holistic paradigm’ fit into this evolution?
2. Personal Experience: Think about an organization you have been a part of. How did its development approach align or contrast with the holistic paradigms discussed in this chapter?
3. Challenges and Solutions: What challenges do organizations typically face when shifting towards a holistic development approach? Can you think of any solutions or strategies that might help overcome these challenges?
4. Holistic Impact: Consider the broader impact of embracing a holistic paradigm in organizational development. How do you think this approach affects employees, leadership, and organizational success?
5. Case Study Reflection: Reflect on a case study presented in this chapter. What key lessons can be learned, and how can they be applied in real-world organizational settings?
6. Future Perspectives: How do you envision the future of organizational development? What role will holistic paradigms play in shaping this future?

These questions are designed to encourage deep thinking and personal engagement with the concepts discussed in Chapter 1, aiding in the understanding and application of holistic paradigms in organizational development.

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The skills that made me highly successful as a Worldwide Crisis Manager started in early childhood when I lived with my divorced father and a group of men in a house. I was taught to fend for myself in many things that would normally be handled by a mother. All the males were involved in trades of all kinds, including construction, auto, and all kinds of machine repair so I was taught how to repair anything and everything when it broke just like everyone else. I don’t ever remember any outside help ever being called for anything. With the knowledge inside the house, we could solve any repair or building problem. We had a variety of animals on our property, including chickens, turkeys, ducks, and rabbits.

On weekends, we would hunt and fish, so knowing how to prepare food from live animals was essential. I fired my first shotgun at age ten and that did not go so well. There was a lot of laughter, but it was not so funny to me when it lifted me completely off the ground as it knocked me over backward! I proved my value when we went hunting, we were never able to properly train a dog, so my job was to retrieve anything that was shot and went down on the land or in the water.

That early training worked well for me later in my Air Force Arctic and Desert survival training and later in some extreme skiing situations. When many people turned down the opportunities to repair aircraft in flight was confident that I knew enough to handle any situation, save some lives, and help accomplish many missions. My longevity of being a part of the IBM Mainframe Era and now being able to use that “assisted knowledge” as a part of the AI Revolution is something valuable, I am very proud of and plan to enjoy to the fullest.

I was allowed to create the Crisis Management role after winning the top technical award in a company. My role in crisis management involved coordinating specialized teams to rapidly respond to and resolve major IT, security, and communication issues on a global scale. The skills I developed include rapid response, expertise allocation, cross-functional collaboration, global reach, knowledge management, resource allocation, and incident command/oversight. The ability to manage critical situations is crucial for preventing disruptions or risks. My experience in crisis response, assembling experts, and utilizing my skills prepared me for managing high-stakes challenges, which will be assets in navigating the coming “AI Revolution”.

Maintaining composure and leveraging specialized teams in a coordinated way is crucial during crises and imperative for success.

The skills I developed before, during, and after my Crisis Management role, are highly valuable for the coming revolution, and I have experience in effectively utilizing many of them. I am incredibly excited about combining my natural skills with augmented Intelligence, also known as intelligence amplification. This AI is designed to enhance and complement human intelligence rather than replace it. Augmented intelligence systems work alongside humans to improve decision-making, problem-solving, and task completion.

My long history of Crisis Management skills has allowed me to come into any situation with the confidence that I will be able to find a way to resolve it successfully. Once I analyze the information and form an initial team, I incorporate additional skills as necessary to solve the problem. Many times the key to what I accomplish is to recognize something that is being overlooked.

An ongoing issue usually causes some level of frustration. Arriving at one project, I gathered all parties involved in a single room and announced that… “the Crisis team has arrived, we have never failed, and the problem will be solved!” “We have successfully done this before and the speed at which the resolution will happen depends on how much cooperation we receive.” I also added, “That will be the only thing that will slow us down!” I must have pressed the right button because there was a period of silence, and the highest-level and loudest manager went silent and grinned! The mood of the whole room became supportive. I know that many times, confidence can be everything! Most of the people that we helped were very happy to see our team arrive but, in many cases, the local management team did not want us to be successful because the perception was that it would make them look incapable. In many cases that was true and after some problems were resolved people were released or reassigned.

I am working and studying long hours every day to make certain that I can prove that I am a model of what can be achieved with Augmented Intelligence and a very high and lengthy level of natural, practical skills. I am very excited about another beginning!

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A note about Helpful Questions Change Lives:

If you’re curious about why you experience life as you do and what changes your experience when it’s unhelpful, the posts in my first series can help. They invite you to look more closely at the relationship you have with you. Especially the sensations, thoughts, and feelings that make up, and automatically appear as the contents of your consciousness in any moment. They invite inquiry into how liberating it can be to entertain and play with these unique-to-you contents, rather than be entertained or hijacked by them.

I make such an invitation because it’s that freedom bit that helps change lives – for the better. You not only see why your experience unfolds as it does more clearly, but why others behave as they do too.

Series 2 explores what makes sense to you in your relationship with the different groups you’re a part of – teams at work, professional networks, family and friends, for instance.

Suppose you, and other members of these groups were NOT bound by sense making that no longer helps you. Then what?

Enjoy playing with and wondering about what works for you on the questions in this series. Let me know in the comments if they help or not.

Colin Newlyn began The Decrapify Work Not-Newsletter as..

“a form of therapy… A way to work out loud, to figure out what I think and to connect with others who see the world in a similarly sideways and outraged fashion.”

His outrage is supported by numerous workplace engagement surveys, done by Gallup, Deloitte and many others, all of which point to high levels of disengagement among two-thirds of employees – and here’s the rub – persistently across about 20 years of surveying who knows how many people, yielding millions of data points, all around the world.

A post inEliza Filby’s Newsletter called Introducing Inheritocracy asked this question “Do young people want to be managers?”

Citing influencers on TikTok and an article in The Independent she writes..

“While we shouldn’t take a TikTok trend as representative of anything anymore, it’s interesting to note how prevalent this feeling is amongst older Gen Z/early Millennials (between 24-30) who entered the workplace at a time of the pandemic and who now find themselves in management positions. They were never exposed to good practise in this area themselves, and so are struggling now. The legacy of COVID continues to be felt at different points throughout the career ladder”.

Over the last 30+ years I’ve had countless coaching-and-mentoring conversation with leaders in both public and private sector organisations. Most entered these from a stressed state of mind to differing degrees. One big contributing factor, I concluded, connects to the way they think about their role. Being the chief sense maker, decision taker and action initiator, may have felt exciting once, but, over time, overwhelms many.

If my work points to leaders’ stressed, overwhelmed states of mind with respect to how they think about their role. And, among others, Colin’s speaks up on behalf those who’ve been on the wrong end of poor leadership. While Eliza highlights why many of the younger generation don’t want more of the same – not to mention you’re own direct experience of leading and leaders, of course, – we might conclude that many people believe leadership, as we’ve known it, isn’t working.

Our beliefs about leadershipBeliefs about the role a leader plays can hang around for a long while. They get passed on from one generation to the next. They are reinforced via art, literature and films. They take on more relevance and meaning when experienced first hand. And, like us, they may evolve and adapt as circumstances change. But they may not too. We have a tendency to hold on to beliefs. Which is why we get stuck sometimes.

Though I was once a subscriber to the belief that leaders are born not made, that doesn’t make sense to me now. In my experience, we are all provided with opportunities to take a lead even when we don’t see ourselves in a formal leadership role. Life invites is to make sense of being a parent, losing a loved one, getting married, caring for a friend, choosing a career, bringing out the best in others, having purpose, crafting a culture in our workplaces and other groups we’re proud of, resolving the inevitable differences that arise in these, and more. We may not always recognise it, but such sense making, choice making, and action taking opportunities are abundant.

Our beliefs about the leader’s role determine whether and how we seize such opportunities.

No matter whether you have a formal leadership role in a business or family, say, or are taking a lead on a particular issue, look at the beliefs we can each hold about leadership below. Note which resonate with you – that is to say what you’re drawn to, and which you find less attractive, because it’s less you, as it were.

Knowing what kind of beliefs about leadership automatically show up in you, makes playing with each, and wondering which are most helpful in your circumstances, easier.

1. The Tribal Leader

You see your role in terms of protecting your tribe and bringing cohesion to it. To be the one who is relied on for communal survival because of your strength, wisdom, and skill.

Though rooted in early human societies, this same belief can be seen today in those who run their part of the organisation, or family, as fiefdoms or factions, and are tribal in how they relate to others and compete for resources.

2. The Divine Right Leader

You believe your role is to deliver on a divine-given mission, which you see as essential for stability, order and authority. To be the one on whom power is bestowed and centralised as a way protecting the mission, or God’s work, and growing the number of fellow ‘believers’.

The consolidation of power through hereditary rule was often legitimised by claims of divine right, linking leadership to religious beliefs and establishing dynastic traditions. In modern times monarchies still prevail – think King Charles III’s divine-like coronation ceremony, which epitomised this belief. More commonplace, though, are leaders of dynasties or big family-run organisations who believe their mission is inspired by divine intervention and seek fellow disciples to enact it.

3. The Warrior or Military Leader

You see your role is to gain authority through conquest and (military-like) strength. To be the one who can maintain control and protect conquered territories (or market share gains.)

The feudal system thrived on a hierarchical structure, and leadership was closely tied to military prowess. Kings and lords gained authority through winning military battles using strategies designed to defeat an enemy, step by step. We get the term ‘command and control’ from here – needed to ensure each step of a strategy is executed well. Competitive marketplaces are often thought of as being analogous to battlefields and war.

4. The Enlightened Leader

You feel your role is to govern for the betterment of societal progress as a whole. To be the one who embraces, articulates and enacts new intellectual and philosophical shifts.

Rooted in The Age of Enlightenment, this belief marked a shift toward reason, science, and human rights. Leaders fostering the growth of cross-border collaborative networks, working on science-related topics such as vaccine research and climate change, would be examples of modern-day equivalents.

5. The Captain of Industry Leader

You see your role is to oversee enterprises that can manage complex processes, and navigate societal transition with attendant economic shifts. To be the one who can clearly envisage the benefits new technology brings before others have any inkling of these.

The Industrial Revolution brought about significant technological disruption, from agricultural to industrial production. New captains or pioneers like Brunel in the UK, Rockefeller in the US, and Benz in Europe, were driven by the benefits innovative new technology brings. Modern day captains in this digital age are epitomised by Bill Gates, Steve Jobs, Elon Musk, and leaders of many different start ups including those building new blockchain and AI technologies on Web 3.0.

6. The Inspirational Leader

You believe your role is to inspire others and win their hearts and minds. To be the one who sets out a clear vision of what is possible, builds up people’s resilience and motivates them in the face of rapid social changes.

The 20th century witnessed a shift toward this belief about leadership, especially at times of war, think Churchill regarding the cause of freedom, Gandhi and Mandela on equality, and on inspiring a nation to bold technical accomplishments, think JKF and the Apollo programme to the moon.

7. The Servant Leader

You feel your role is to be of service to those in your organisation or family whose work is valuable, and on which others depend. To be the one who understands wellbeing, inclusivity and the impact both have on collaboration and, ultimately, what is and isn’t achievable.

The shift to servant leadership responded to a growing awareness of the importance of wellbeing and engagement – the extent to which group members feel good about the way things get done and play a full part in making them even better.

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Whatever the sporting discipline, those who coach have the task of preparing the athlete to give their best in competition. Then there are those who transform training into the simple execution of orders.

The authoritarian approach in training is as widespread as it is harmful.

The challenge is no longer reserved for sporting performance. The competition expands and the athlete not only faces his opponents, but also his teammates, trainers and coaches.

There are those who, under such pressure, give their best, win, become a champion and unconsciously also become an example legitimizing this type of authoritarian training: it almost seems that sporting success comes thanks to the harshness of the coach, when instead it comes, more often, by the resilience of the athlete, able to resist, to improve, despite the humiliations of those who should be his ally.

Not only that, but there are many other potential champions who do not have the same resilience and will to overcome the “harassment” of authoritarian coaches and remain unfulfilled promises, anonymous data of statistics on sports abandonment. From them the coach, with his authoritarianism, has obtained the only result of distancing them from the activity and also reducing their well-being and self-esteem.

The relationship between coach and athlete should instead be deeper and more bon, based on an empty relationship of authority. For potential to become reality, trust is needed: from the athlete towards those who train him, from the coach towards those who are training.

That is how the exhausting training sessions are not carried out out of blind obedience to orders, but out of the trust placed in the mutual relationship, with the authentic awareness that the aim of the training is improvement, sporting, but ultimately also human, of the athlete. And only in this way do the weight of expectations, the pressure of competition, lighten, finally when it is understood that the first fan of whoever is competing must be on the bench.

Sorry, I realize now that, due to my sporting passion, I indulged in talking about sport when I wanted to talk about the relationship of trust in the company. However, if you think about it, situations like those described above can still be configured even in companies.

The authoritarian (not authoritative!!) attitude creates a situation similar to the one just described: if mutual trust does not arise, only a few talents emerge, energy and potential are wasted, turnover increases, the environment becomes toxic even among colleagues.

The relationship of trust in the company is fundamental: it makes the relationship with the customer possible, directly influences the economic results and is an inevitable prerequisite for better performance.

Trust is the basis of all relationships, especially between a manager and his collaborators. On the one hand, the manager relies on the skills, seriousness and work of the employees; on the other hand, employees rely on the manager for their professional growth and well-being in the workplace.

Unfortunately, there are managers who have not yet realized the importance of creating a company culture based on trust.

Trust management, on the other hand, is a corporate objective to be treated with attention, planning, consistency and commitment.

A strong bond of trust between the two parties is essential even to create a positive and high-performance work environment.

It is trust that binds people, strengthens bonds, and gives rise to collaborations and exchanges. It is the force that creates projections, expectations, involvement. It can open up a world of opportunities.

Building employee trust is also important for the long-term success of the company. The real challenge, in fact, is to be able to build trust and maintain it over time.

Only in this way do employees trust their managers and tend to be more certain that the company is going in the right direction. As a result, they will be more willing to do whatever it takes to help their manager achieve goals and stimulate even less proactive colleagues.

But the manager must be the first to trigger this process, placing trust in his collaborators and delegating roles of responsibility to them.

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In learning how to fly an airplane, one of the first lessons has to do with understanding winds. Winds come in basically three types;

• Head winds – those hit you right in the face
• Tail winds – those from behind
• Cross winds – those at angles from the side

I believe the challenges we face in life and in business model these three types of wind as well. If we consider all the forms of challenge we face, we can boil it down into these three categories. However, it might be interesting to compare the pilot’s concern with each of these winds as we think about our daily responses to life’s winds…..

Head WindFirst, the head winds. Too often we might be prone to think of these negatively. As wind hits us in the face, it slows us down, forces us to press harder against the wind. Bob Seger wrote a great ballad titled “Against the Wind…stronger now still just running…against the wind”.

When a pilot encounters head wind during flight it can be a challenge. Fuel consumption is increased as air speed decreases. The time it takes to reach a destination increases. Stress and fatigue can set in. But did you know it is preferable to take off and land “against the wind”? Why? Because the increased force of that head wind causes “lift” on the wings which is the force that makes planes fly.

A good steady head wind actually makes take-offs and landings easier, more comfortable and effective. So the next time you sense a head wind in life, ask yourself whether it has been provided to allow more lift for a better take off to a new place in life or whether it is there to afford a safer, smoother landing from where you have just come.

Tail WindNext let’s talk about tail wind. This is just the opposite from a head wind. We tend to think of tail wind as favorable. During flight that might be true. It can serve to push us forward, reduce effort and speed the time towards the destination.

But did you know it is the most difficult force with which to reckon during take off and landing? At those times, it actually impairs control, reduces efficiency and creates danger.

Maybe in life we need to be cautious of the perceived tail winds. Rather than gliding along with them, we need to watching for hindrances to gaining new achievement or resolving old challenges.

Cross WindThe final force is cross wind. All things considered, crosswind is the most challenging of all flying situations. That is true in life and business too.

Crosswind means what it implies… a force crossing you at an angle to the direction you intend to fly. During flight, a cross wind will blow you “off course”. A constant watch must be given to direction and compass heading while flying in crosswinds. There is no cruising during crosswind conditions. It is a constant battle.

Take off and landing is even more severe. Very special techniques are required to manage a crosswind situation. This is why you see planes doing a crab landing, angling sideways right before touchdown. In some situations the crosswind can be so severe that its force exceeds the designed strength of the air frame on the airplane, which makes the good pilot seek an alternative landing site, one where the winds are more favorable.

Life has crosswind too.

It is the skill and grace with which we handle life’s crosswinds that determines our ultimate success. Failure to recognize and manage a crosswind can cause certain disaster.

Either we ignore the presence of that crosswind or we acknowledge it but underestimate the consequences. Forging ahead means grave results.

So next time you feel a certain extraordinary force influencing your life, consider the pilot. Is the wind you feel one of these? If so, which one and how will you choose to handle it?

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In today’s fast-paced digital world, the phenomenon of shrinking attention spans has become increasingly prevalent. This is equally true for both youth and adults. With the constant bombardment of information, people are finding it challenging to focus their attention for extended periods. This trend has significant implications for productivity, learning, and overall well-being. However, understanding the causes behind shrinking attention spans and implementing strategies to mitigate them can help us reclaim our ability to concentrate effectively.

Causes1. Digital Distractions

Having more than one digital devices in this age is no more a luxury. Mobile handset is one of those options which is used more than anything else in this age. People just cannot afford to miss out on any information which they assume to be significant for them. Be it a turbulent political scenario in one part of the world or industry related info. We all love to stay updated just about anything and everything.

1. Death by Information Overload

Researchsuggests that the surging volume of available information — and its interruption of people’s work — can adversely affect not only personal well-being but also decision making, innovation, and productivity. People took an average of nearly 25 minutes to return to a work task after an e-mail interruption. That’s bad news for both employees and their organisations.

1. Multitasking Culture

Since we all love to be recognised for the volumes of work that we produce at our respective workplaces and in an attempt to achieve that in the limited timeframe, we push ourselves and go an extra mile and get things done quickly. Here quality of the work produced in a haste is not accounted for and could be a big question mark. While doing that, we remained successful in producing large volumes of work in the shortest possible time frame.

1. Soul Searching

If you’re going througha period of soul searching, keep going. AsThérèse Cator, embodiment practitioner and founder ofEmbodied Black Girltells: “Soul searching often arises from an inquiry, whether it’s a broad question around your overall purpose or something more focused, such as a difficult decision you’re facing.” “I see soul searching as a threshold in our lives,” Cator says. “It’s a crossroad and we’re trying to figure out what the right next path is, what the right next decision is, or who are we in the greater scheme of things.”

1. Lack of Sleep

When we don’t get enough sleep, our Focus and concentration abilities decline. Their reaction time lengthens, they’re inattentive, and they don’t respond as well to environmental signals. That means they can’t take in new information or react to dangerous situations. This is particularly worrisome if you’re behind the wheel of a car.

Remedies1. Limit Digital Distractions

We have no choice but to set boundaries around digital devices and establish designated time slots during the day for checking emails, attend to missed phone call or short messages, and browse social media (if needed). Let’s use productivity apps or browser extensions to block distracting websites during focused work sessions. Let’s also try out the following:

1. Let’s put cellphone on silent mode or upside down so we don’t have to see the incoming call and message traffic.
2. Log off frequently used social media apps viz.: Facebook, Twitter, Instagram, LinkedIn etc. For some people, it’s very tempting to frequently check the updates.

3. Turn off unnecessary websites or apps that aren’t necessary for the task at hand. Move tempting apps to the third or fourth page of your phone screen so that you have time to catch yourself mindlessly opening them.

4. Be Selective on Information Consumption

We have to understand that there is good information and then we have bad information. Information overload can fragment our attention and make it difficult for us to focus on important tasks. Filtering information (suppressing, deleting, and selecting irrelevant information) helps reduce information overload. In addition, work can be delegated, especially for screening or filtering tasks. Also, let’s prioritise information as what to consume and what to avoid in that particular moment.

1. Multi-tasking isn’t Efficient

The real issue is that multitasking, at least for humans, doesn’t really work well.“We know from the psychology literature that multitasking is bad for you,” saysGal Zauberman, a professor of marketing at Yale SOM. Research shows thatwe can’t really do two things at once. We’re actually switching our attention back and forth between the two tasks — and we perform worse at both. Multitasking is inefficient — but we feel like we’re getting so much done.

To avoid the possible deleterious impact of multitasking:

1. Limit the number of things you juggleat any given time to just two tasks.
2. Use the “20-minute rule”. Instead of constantly switching between tasks, try to fully devote your attention to one task for 20 minutes before switching to the other.
3. Practice Mindfulness/ Meditation

Meditation, in form or the other and in all faiths and cultures or traditons exists. Besides, every single sphere of our life does seek help from mindfulness to provide relief from the anxiety and stress of everyday life. This wellness movement has made its way into the corporate organisations across the world. They don’t only encourage employees at their workplaces to find time for silent self-search but also motivate them to go beyond and convince their families and friends to try out the same in their free time.

1. Get Enough Sleep

“More sleep will dramatically improve your performance”, says career and branding expert Wendi Weiner, since you won’t be yawning your way through a blizzard of emails. “Being well rested will definitely help improve your memory and concentration alike, as a rested brain is a stronger brain,” she says. “Remain on a sleep schedule so that you train your body and mind to relax at specific points in the day and night”.

Take AwaysThe human brain is always in motion, handling various thoughts, while the duration we can concentrate on one thing before losing focus or requiring a pause is influenced by our attention span. However, life is bustling with numerous components, and it’s entirely typical to occasionally become sidetracked due to its complexity. In reality,researchrevealed that, on average, 47% of our waking moments are spent thinking about matters unrelated to our current activity. Nevertheless, a limited capacity for sustained attention can have effects on both your personal and work-related spheres.

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One of the key things I have learned from talking to both clients and people in the communications business over the years is that they believed that the hardest thing to do was to develop a methodology or personal business philosophy to help guide them on the long and winding road.

A lot of these people tend to run mainly on inspiration. But the fact of the matter is that there needs to be much more than that if you are going to be a truly effective communicator.

And I’m not just talking about ‘creative’ people. This applies right across the board. Because communication really is all encompassing, and good communication is all important.

What follows here is a list of ‘rules’ I carry around in my head, kind of like a GPS system, that have guided me through the process of my independent career.

Some of these ‘criteria’, also help us make sure that, if nothing else, the strategic-to-the-creative will be in synch all along the line and be well received by whoever the communication is designed to reach.

1. Every client, no matter how big or how small, deserves your best effort 100% of the time.
2. Advising clients to put all their eggs in one basket is dangerous. We have all have seen baskets come and baskets go. And we have seen baskets shrink and baskets grow. It’s never about one basket, but the right combination of baskets and how many eggs you put in each.
3. Always look for and pursue clients who are truly committed to making the world a better place. This is always a more gratifying environment in which to work, especially if their commitment to their goals is driven by more that just profit motive.
4. Understand that consumers, still go through the same thought processes they always have when it comes to making purchasing decisions, be they for themselves or for their businesses. They simply want to be told the truth in a persuasive way,
5. Always work to make your client’s businesses look and feel appealing without resorting to hyperbole, exaggeration or any other form of aggrandizement that would artificially inflate the importance of that business at the expense of the importance of the customer.
6. In order to do the best job possible, always learn how your client’s business works, from the perspectives of: product or service, sales, marketing, competition and target audiences.
7. Understand that clients seek help because they can often feel they are too close to their business to be objective about their communications, so it’s up to you to provide objectivity and perspective.
8. A solid understanding of the entire marketplace your client operates in is the only way to figure out where your client’s business fits and how to position them accurately.
9. Know that with smart thinking, solid positioning and honest communication, you can keep your clients in the preferred 20% of their market, and out of the 80% of less than successful businesses.
10. Never forget, no matter what, that developing great communication is a much simpler process than a lot of people would have you believe it is.

As you can see these ‘Commandments’ cover a fairly wide range of activity. But this is necessary simply because communication is a multi-faceted area of any company’s business.

In today’s world, an understanding that in order to survive and thrive in a highly competitive marketplace every business needs to be able to communicate effectively. Either internally or with the help of objective and professional allies, who will always have their best interest at heart.

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I was told by a dear friend that if I stopped working, the world would end. Currently I am in three different businesses and write as well. Seeing that the customer facing ne has me working weekends and I seem to get the most urgent requests only on my days off. As a customer-centric person, I do what I can to avoid problems that result if one is deemed in-attentive! Example one customer very well educated, and very specific directions had a question the day before install. It was a Sunday. Not only did I have back-to-back customers all day, so I wasn’t on my computer or even my phone she texted and called, but I was talking with a person every time, showing products so no hands free to text. She called the office and left a message. When I finally got a moment towards the end of the day, I got yelled at and she yelled at everyone in the office. My customer service was her issue. Our business is very keen on speaking with whoever is with us directly first. It made me upset as I take my role seriously and there is no way to know each day the ebb and flow of clients in person.

Contrast to the software part time position that is on the 24-hr. clock because of the global nature of staff and clients. Though I set hours every week on my calendar, the 4 or 5 that I do as a business development/salesperson, this one can easily make a mess of my schedule. Textile consulting is appointment based and easy to manage. This difference between work styles made me think I should investigate the issue more! I was speaking to an IT friend who I know because of our shared passion for rugs and textiles. A treasure trove of information, this is what he offered.

Barry O’Connell shared:In the dynamic and ever-connected world of global collaboration, working across time zones is a familiar challenge that demands flexibility and sometimes, a touch of personal sacrifice. For one dedicated professional, navigating the time difference between the United States and Kerala, India, has become an art form, honed by necessity, and facilitated by the freedom of remote work. Our protagonist finds themselves bridging the geographical and temporal divide that separates their US-based operations from their development team in India.

The logistical puzzle of coordinating efforts across continents is a common scenario in today’s interconnected workplace. Yet, it’s the personal adaptation to these circumstances that truly encapsulates the spirit of global teamwork.

With team members in Kerala wrapping up their day as the US team is just beginning theirs, this individual has embraced an unorthodox schedule to keep the wheels of progress turning smoothly. Working from home offers the flexibility to adjust working hours, and this has become a cornerstone of their strategy for seamless collaboration. Embracing the quiet hours of the early morning, they’ve turned what could be seen as a disruption into an opportunity. Waking up for a 4:00 AM call to India is not just about troubleshooting or crisis management; it’s about fostering a continuous flow of communication and ensuring that both teams move forward in harmony. This unconventional schedule has its perks. After the call, a return to sleep is not just restorative; it’s a tactical pause. By the time the US management is ready to discuss the day’s agenda, our interviewees are refreshed, informed, and ready to brief them on the overnight developments. This approach also offers an unexpected benefit in the realm of workplace autonomy. The necessity of being available during the wee hours grants a certain degree of freedom during the conventional workday.

In an era where digital tools like Teams make it all too easy for managers to monitor activity levels, there’s a certain satisfaction in knowing that true productivity can’t always be measured by keyboard strokes or mouse movements. Our protagonist’s story is a testament to the adaptability required in today’s global workforce. It highlights not just the challenges of working across time zones, but the creative solutions that emerge when individuals are committed to their team’s success, regardless of the hour. It’s a narrative of compromise, ingenuity, and the subtle rebellion against the digital oversight of modern management tools—a reminder that in the vast web of global collaboration, the human element remains the most critical connector. Also, I should have posted into that article as well to keep your manager off balance. Shoot him an email at 9:00 at night and then answer a call at 4:00 in the morning. He won’t know when you’re working when you’re not and he will think you’re wonderful.

From Forbes: The world is experiencing a pandemic disruption that is changing our perspectives and beliefs about how we work. In particular:

• The balance of power has shifted from employers to employees.
• The employee value proposition has shifted from “work for me” to “work with me.”
• Employees favor a hybrid model versus going back to the office full time.
• Employees are rethinking their purpose—they are searching for meaning, not activity. In particular, millennials are interested in working with purpose-driven companies rather than those focused on shareholder value.

As governments start to ease pandemic restrictions and employers prepare to welcome employees back to work. The successful transition of the workforce from the known pre-pandemic world to the unknown post-pandemic world will depend on shifts leaders make to navigate this volatile, uncertain, complex, and ambiguous environment. According to Andy Grove, former chairman and CEO of Intel, “Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.” Below are five shifts’ leaders must make to transform the pandemic work disruption into a gift and opportunity:

#1 Focus on purpose: What kind of employees would leaders attract if they measured their value not from Wall Street but by improving people’s lives—resolving environmental, social, and governance issues? Your organization will attract and retain employees searching for meaning and not activity. According to Mckinsey, “70% of employees now demand purposeful work.” These purpose-driven employees are “6.5x more likely to report higher resilience, 6x to stay at the company, 1.5x likely to go above and beyond.” Also, shareholders and customers make choices in the market based on purpose and sustainability.

#2 Change your paradigm: The implications of the post-pandemic disruption on the future of work are still unknown. Tim Elmore, the author of The Eight Paradoxes of Great Leadership, said, “Uncommon leaders leverage both their vision and their blind spots. We must not fall in love with an idea but fall in love with a problem. If we fall in love with an idea, we may be blinded to the better idea that comes along later.” You can mandate people to return to work, but you can’t control their levels of engagement. The current problem is complex, which means the problem must be managed, not solved. Also, it requires a cautious and experimental approach to bring employees back to work.

#3 Shift from customer-first to people-first: It is widely known that Amazon Founder, Jeff Bezos, leaves an empty chair to represent the customers’ voice during the company’s most important meetings. In today’s world, you need two chairs, the customer, and your employees. Like your customers, your employees are human beings. Howard Schultz, the former CEO and Chairman of Starbucks said, “We are not in the coffee business serving people, but in the people, business serving coffee.” Simply, treat your employees with the same respect and passion as you would a customer.

4 Embed your talent strategy into every phase of your business: Your HR partners are closest to the pulse of your organization, and they can leverage these insights to engage, energize, and unleash the power of your talent.

5 Shift your leadership operating model: With the shift to digitization, small businesses have been struggling to keep up with consumers’ insatiable appetites and changes in technology. Costs associated with bigger, better, newer, and faster software and hardware were a burden. The X-as-a-service (XaaS) model (where X = platform, software, infrastructure, etc.) is catching on in these environments as an intangible value to customers while lowering the total cost of ownership by providing subscription-based technology. It helps business owners meet their customer needs by accessing the latest technology while keeping CapEx low.

https://www.forbes.com/sites/richardosibanjo/2022/02/27/the-post-pandemic-workplace-5-shifts-every-leader-must-make/?sh=1c4f96354fc1

Some things businesses have to consider post pandemic according to: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7566764.

The pandemic has pointed out problems in the current systems, as well as speeding along progress in the technology realm. A structural-unruly duality characterizes emergence, progression, and impact. Mainstream development thinking the problem. Transformations are needed in science-policy, economies. Resilience, equity, diversity, and inclusive politics are required.

This was a predictor back in 2020 and I believe it certainly has proved true!

https://news.harvard.edu/gazette/story/2020/11/our-post-pandemic-world-and-whats-likely-to-hang-round/

That ongoing uncertainty takes a big toll. That’s the basis of a traumatic stressor — unpredictability, uncontrollability — until it exceeds the ability of the organism to cope,” Koenen said. “It’s affecting every milestone: graduation, entering school, leaving school. For the older Gen-Zers: marriages, dating, jobs — in fact, there aren’t jobs. That’s a formative period in their lives when people are figuring out: What’s important to me? What do I want my life to look like compared to my parents’ life?”

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Stagnant and frustrated? Spinning your wheels but going nowhere? You’re not alone. We all hit plateaus where growth feels impossible. But what if I told you there’s a roadmap to reignite your progress and smash through those barriers?

As a mass communication specialist with over three decades of experience and a business coach dedicated to transforming lives, I’ve seen countless individuals break through plateaus and achieve incredible things. My passion lies in helping people connect, and that connection fuels growth.

But what if growth doesn’t have to be such a struggle? What if there’s a method to the madness, a formula you can follow that will get you unstuck and moving in the right direction again?

There is, and it starts with being honest with yourself. You have to get a clear-eyed assessment of where you’re at now before you can plan the steps to get where you want to go.

This guide unlocks the secrets to transforming struggle into steady advancement. We’ll explore how to set powerful goals, navigate setbacks with optimism, and celebrate every step on your journey to becoming your best self.

The opportunity for growth is there in every moment – you have to be ready to seize it. So, ditch the frustration and get ready to unleash your potential. Let’s take control of your growth starting today.

Graduating to the Next Level: Upgrading Your SkillsYou’ve been doing the same thing for a while now and feel stuck in a rut. Your job has become mundane, or you’ve plateaued in your career. It’s time for a change—an upgrade. Growth doesn’t happen by accident. You have to be intentional about improving your situation.

Continuous LearningThe key to progressing in your career or relationships is continuous learning. Take a course on a new skill, read books on personal development, or learn from a mentor. Exposing yourself to new ideas and ways of thinking helps spark creativity and opens you up to new opportunities.Expand Your Network

Those that share your growth mentality should be in your immediate vicinity. Connecting with like-minded individuals, especially those further along in their journey, helps motivate you and opens doors to new possibilities. Join a local networking group or online community to make valuable connections.

Look for New ChallengesOnce you’ve built up your skills and network, look for ways to apply your newfound knowledge. Ask your boss for more responsibility or look for a promotion. If that’s not possible in your current role, start searching for a new position that will challenge you.

Growth may feel uncomfortable, but that’s how you know you’re progressing. While change can be difficult, focusing on self-improvement and expanding your opportunities leads to a more fulfilling life. Continuously learning, networking, and taking on new challenges will set you up for success at the next level. The key is taking that first step. Are you ready to graduate?

Reality Check: Action Plan for Strategic GrowthWant to grow into your best self? First, take an honest look at where you are right now. Ask yourself the hard questions about what’s really going on in your life and how you truly feel. It may not always be pretty, but facing the truth is the only way to build the life you want.

Where do you stand in your relationships?

Are you making time for the people who lift you and support you? Or are you neglecting them in favor of work or other responsibilities? Please create a list of the relationships that nurture you and commit to strengthening them. Your connections with others are the foundation for growth.

How’s your physical health?

Are you exercising, eating balanced nutritious meals, and getting enough rest? Or are you burning the candle at both ends, surviving on caffeine and junk food? Take stock of your habits and make a plan to establish a healthy routine. Your physical health impacts everything else in your life.

What are your current skills and abilities?

Do you feel challenged and engaged at work? Or have you been coasting along, doing the bare minimum? Continuous learning and improving your skills is key to progress. Look for opportunities to advance your knowledge and take on more responsibility. Stagnation stifles growth.

How do you feel emotionally and spiritually?

Are you practicing self-care, engaging in meaningful pursuits, and maintaining an optimistic outlook? Or do feelings of boredom, restlessness, or apathy dominate your days? Your inner life steers your course, so make sure to nurture your emotional and spiritual well-being.

With an honest self-assessment in hand, you’ll gain clarity on what’s working and not working in your life. Growth happens through gradual progress, not an overnight transformation. But the journey starts here.

Developing Objectivity: Clarifying Your Goals and TimelinesAchieving growth requires developing an objective view of what you want to accomplish. Ask yourself some tough questions to gain clarity on your goals and timelines.

What exactly are you aiming for?

Be specific about what you want to achieve. Do you want to advance your career, learn a new skill, improve a relationship, or something else? The better, the more accurate you can be. Rather than expressing a general desire like “I want to improve my public speaking skills,” you could specify a concrete goal, such as “I aim to deliver an engaging and informative TEDx talk within the next six months.” This approach adds clarity and direction to your aspiration

How will achieving this goal benefit you?

Connect your goal to the benefits to stay motivated. Will it increase your confidence, open up new opportunities, or allow you to help others? Remind yourself of the benefits when obstacles arise.

What are your timelines?

Set both short-term and long-term timelines to keep yourself accountable while still being realistic. If your goal is to run a 5K, aim to run one mile within the next month, two miles within two months, and so on. Breaking a big goal into smaller milestones makes it feel more achievable.

Are there any preliminary micro goals?

Stay calm by the end goal. Remember the small accomplishments along the journey. If you want to learn Spanish, start by learning five new words daily. Celebrate achieving these micro goals to stay motivated for continued progress.

Developing objectivity around your goals and timelines is key to achieving real growth. Be specific about what you want, connect your goals to benefits, set timelines, and focus on small wins. With this approach, you’ll be making steady progress in no time. Remember, growth is often gradual, so keep putting one foot in front of the other, and you’ll get there.

Riding the Waves: Maintaining Positivity and Persistence Through ChallengesStaying Afloat Amid the Highs and Lows

Growth is a journey filled with ups and downs. Some days, you’ll feel on top of the world, energized by progress and breakthroughs. Other times, obstacles may seem impossible, and self-doubt starts to creep in. The key is learning how to ride the waves—how to maintain optimism and motivation even when times get tough.

Focus on Progress, Not Perfection

When facing challenges, it’s easy to become discouraged by how far you still have to go rather than appreciating how far you’ve come. Make a habit of regularly reflecting on your wins, big and small. Notice the milestones you’ve achieved and the skills you’ve gained. This helps build your confidence and resilience for the road ahead.

Look for the Silver Lining

Even when things don’t go as planned, there are lessons to be found. Ask yourself what you can gain or improve from the situation. You may have discovered a new approach that didn’t work. You have the chance to try something new right now. Growth often happens when we step outside our comfort zone. Look for the upside in any perceived “failure” or setback.

Take a Step Back to Recharge

When the going gets tough, pause to renew your motivation. Do something to shift your mindset and lift your mood, like exercising, spending time with loved ones, or engaging in an enjoyable hobby. A recharged mind and body will help you feel ready to dive back in with fresh enthusiasm and determination.

Connecting With Your “Why”

Remember your initial motivation for embarking on this trip. What motivated you to push out of your comfort zone and work to achieve your goals? Revisit your original inspiration and vision. Let it reignite your passion and strengthen your resolve. When challenges arise, your “why” can be the driving force that keeps you going.

Growth is a journey, not a destination. Learn to find the joy in overcoming life’s obstacles, both great and small. Maintain an optimistic mindset, focus on progress, and reconnect with your motivation. With persistence and positivity, you’ll build resilience and continue moving forward. The obstacles you encounter today will mold the person you end up being tomorrow.

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Moving from athletics to entrepreneurship has taught our guest expert important lessons about dedication and discipline. Whether training for a marathon or building a business, success demands consistent effort and focus.

In entrepreneurship, like in sports, achieving greatness requires sacrificing immediate gratification for future success. While fun activities are tempting, it’s the disciplined pursuit of important tasks that leads to real achievement. Just as athletes train hard to excel, entrepreneurs must diligently work on essential goals to thrive. True satisfaction comes from staying focused on what truly matters, even when it’s not always easy.

From Fear to Fire: Secrets to Overcome Fear, Embrace your Gifts and Achieve SuccessThis is the place where real people share real challenges. Where you can find a common bond and uncommon wisdom through their stories. Use tips from the breakthroughs of others to jump start your success. Speaker, author, adventurer, and host Heather Hansen O’Neill takes you on the journey from fear to fire. Today we talk about an athlete’s mindset journey to entrepreneurship.

Melissa CarsonMelissa Rider Carson combines her extensive experience in HR leadership with the discipline and resilience of an endurance athlete to guide leaders toward creating impactful and thriving workplace cultures. With over 25 years in the field, she has led teams to success and lived the principles of dedication and strategic planning through her achievements in marathons, triathlons, endurance races and professional endeavors.

Her athletic journey deeply influences her approach to leadership and organizational development, emphasizing balance, perseverance, and the pursuit of excellence. Melissa’s unique blend of professional expertise and personal dedication offers a fresh perspective on overcoming challenges and achieving long-term success, making her an invaluable partner to leaders aiming for growth and meaningful impact.

In addition to being the CEO of Canopy Strategies, she is the published author of two books: A Perfect Life is Not the Goal: A Practical Guide to Loving the Life You Are Living and There is No Such Thing as a Perfect Job: A Practical Guide to Loving Your Work Life. She is also active in several professional organizations, including co-leading a committee for the Philadelphia Society of People and Strategy

Connect with Melissa:Free Resource for YOU: Reflections for Success

Website: Canopy Strategies

Social Accounts:
LinkedIn: Melissa Rider Carson
LinkedIn: Canopy Strategies
Instagram: Melissa Rider Carson
Facebook: Melissa at Canopy Strategies

Quote of the Day:“The mind is absolutely instrumental in achieving results, even for athletes.
Sports psychology is extremely important when you’re winning and losing races by hundredths and even thousandths of a second.” ~Michael Johnson

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At work we have all kinds of people. Some are extroverts and others are introverts. Some people love to socialise to their fullest and others stay reserved, uninviting and minding their own businesses. The extroverts, sometimes, really talk endlessly. We might think of those colleagues who hardly talk as unsocial but they may be doing it by design and in many situations, they are wise enough. They are also extremely good at observing what goes around them. The real game is what they need to disclose with colleagues @work and what to keep it to themselves. In fact, it’s a subtle art to maintaining our mystique at work.

Successful people know this very well — there are certain things, outside of work life, that we just don’t need to disclose it anyone at work. It’s not about being sensitive to information sharing and being secretive at the same time, rather, it’s about being strategic. Revealing too much can sometimes lead to unnecessary judgments or biases. But keeping certain things to ourselves can keep us on our path to success.

Let’s explore how these successful colleagues operate in their private and professional. What they disclose publicly and what keep under wraps.

1. Personal strugglesWorkplaces are often seen as professional environments, and successful people understand this very well. They know that their personal life, particularly any struggles or issues they might be dealing with, are usually best kept separate from their work life. This may include some family disputes, other issues i.e. health issues within the family etc. This isn’t about creating a false facade or pretending everything is perfect.

Rather, it’s about maintaining a professional image and ensuring that personal issues don’t distract from work related projects and assignments. This category of colleagues tend not to air their personal issues in the workplace. They also don’t add or invite office colleagues to their personal social media platforms. Needless to say that we all have our own life struggles. But successful people know that the workplace is not always the best place to discuss them.

1. Future Career AspirationsThese wise people also understand the importance of commitment and dedication to their current job roles. While it’s completely normal its their right to have long-term career goals or aspirations outside of the company if they cannot make it within the organisation for obvious reasons, voicing these openly at work may send the wrong messages for no reason.

Talking about plans to leave for other opportunities can create doubt in our dedication to the current job roles. It could impact our relationships with our current colleagues and bosses and even affect our progress within the company. While it’s crucial to have career goals and ambitions, successful people usually keep these future plans close to their chest until they’re ready to make their next move.

1. Self-doubtWe all grapple with self-doubt at times, even those who seem the most confident. I remember early in my career, I would often question my abilities and wonder if I was truly capable of succeeding in my role. Successful people are no strangers to this feeling. However, they tend not to reveal these insecurities at work. They understand that self-doubt can be perceived as lack of confidence or competence, which can impact their professional reputation.

This doesn’t really mean that one starts talking about it publicly or to the “trusted colleagues”. Instead, they work on overcoming these doubts on their own, focusing on not self-sabotaging their careers and craving for growth. They know that everyone has areas to improve on and they strive to turn their insecurities into motivation to perform better.

1. Past FailuresAs Michael Jordanvery rightly said: “I can accept failure, everyone fails at something. But I can’t accept not trying”. Failure is a part of life and often a stepping stone to success. But successful people know when and where to discuss these failures. While it’s important to acknowledge where we go wrong and learn from them, dwelling on past failures at the workplace can create a negative impression. It can lead others to question our very existence at that organisation.

Successful professionals tend not to reveal their past failures at work, unless it’s relevant to a learning experience or a particular discussion. They focus on their achievements and future goals, using past setbacks as lessons they’ve already learnt, not as defining factors of their professional identity.

1. Political leanings / affiliationsThis one is highly important. I’ve seen a few colleagues losing their jobs and their sufferings due to making such an information public in one way or the other. Research suggests that political discussions at work can lead to decreased productivity, poorer work quality, and increased hostility. Successful people understand the potential pitfalls of discussing politics @workplace. While it’s natural to have political views, voicing them in a professional environment can lead to unnecessary conflicts.

Keeping political leanings to ourselves help maintain a harmonious working environment with colleagues of all backgrounds and beliefs. It’s all about focusing on what unites us in the workplace — our shared goals and tasks — rather than what might divide us.

Final ThoughtsLet’s remember that acting maturely at the workplace is all about creating and maintaining a ‘Fineline’.The road to success is often paved with caution, care and wisdom, and part of that strategy is knowing what to keep under wraps. The art of maintaining professional boundaries is a skill successful people have mastered. Recognizing that some aspects of life are best kept out of the workplace isn’t about creating a persona or hiding who they truly are. It’s about understanding the dynamics of a professional environment and fostering a productive and harmonious workspace.

Whether it’s personal struggles, political leanings, or health concerns, the decision to keep these matters private can significantly impact how others perceive us in our professional lives. Navigating these boundaries might not always be easy, but it’s an essential part of the journey towards success. And as we’ve seen from those who’ve walked this path before us, it’s a journey well worth taking.

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One of my coaching clients shared with me recently how she was feeling insecure in her job role and lacking motivation. The company she works for is acknowledged as an entrepreneurial industry leader. Because it is currently being challenged by poor sales performance, it has bunkered down and frozen any change initiatives, learning programs or new projects until mid-2025. Because my client is in a substantial Research and Development function, crucial to innovation, we aimed to explore new ways of helping the company use their existing equipment (capital investments) and resources (people and expertise) to design and deliver low-cost and sustainable innovations to the market and creating a focused, meaningful, purposeful role and a values-based motivating opportunity for my client to be proactive, impacting the company by adding value to the bottom line by improving productivity and cost efficiency because anyone can learn to innovate.

Learning to innovateAs a result of our short time together, my client felt confident and empowered, motivated and energised, to invest time in learning how to apply her current skills and strengths, focus and attention to connect with key people and resources, explore options globally for identifying new business development opportunities, and in developing her technical skillset.

My client enrolled in an online innovation learning program to learn to innovate by acquiring the fundamentals of mindset and behaviour changes to shift their thinking and act differently.

The innovation imperative has shiftedProductivity growth needs to accelerate
According to McKinsey and Co, in the article “Investing in Productivity Growth”, it’s not only time to raise investment and catch the next productivity wave; the world needs to and can accelerate productivity growth.

“Productivity growth means getting more from our work and our investments. It is especially needed now as the world faces the many challenges of a new geo-economic era. Productivity growth is the best antidote to the asset price inflation of the past two decades, which has created about $160 trillion in “paper wealth” and even larger amounts of new debt”.

Adapting to the new net zero reality
The world must be on track to meet net-zero targets, yet many opportunities are available to accelerate efforts and help meet decarbonisation goals. Whilst some progress has been made to reduce global carbon emissions, under the current trajectory, the world won’t achieve net-zero emissions even during this century. Again, according to McKinsey and Co., in an article “Adapting to the new net-zero reality”, mitigation efforts alone are no longer sufficient – the world will need to adapt as well by going green, ramping up technologies and increasing investments.

Improving cost efficiencies
According to new BCG research, corporate leaders are making better cost management a priority as a hedge against ongoing economic, financial, and political uncertainties, stating that:

“Wholesale cuts are one way to manage costs. However, drastic measures such as sudden workforce reductions may lead to unintended consequences because they fail to address the root causes of inefficiencies. Nor do they position an organisation for future success”.

Generative Ai is a critical enabler of innovation
Whether the organisation focuses on developing new products, services, processes, or business models, Generative AI (GenAI) can enhance and challenge the work of leaders and teams across all phases of the innovation cycle and process.

By learning to innovate through knowing how to generatively question and listen, reveal and challenge operating beliefs and test assumptions to enable them to emerge, diverge, converge and prioritise high-quality creative ideas for change.

According to BCG in a recent article, “To Drive Innovation with GenAI, Start by Questioning Your Assumptions.”

“GenAI’s most prominent contribution is in idea generation and validation—innovation’s divergence and convergence phases. Yet, it can play an even more critical role in helping leaders confront and update the strategic assumptions at the foundation of their business and innovation strategies: the doubt phase of the cycle. Organisations that regularly question their beliefs are more resilient because they are more likely to see and position themselves to benefit from the shifts on which competitive advantage turns”.

The innovation imperative is paradoxicalSuppose we combine the contradictory features or qualities of developing productivity growth while adapting to the new net zero reality and improving cost efficiencies. In that case, many organisations have reverted to their conventional, business-as-usual focus, relying on Generative Ai to solve their problems.

This demonstrates a typically faddish response to a revolutionary, transformative new invention whilst being avoidant and resisting the urgent need to change by building the fundamental foundations in enhancing people’s capacity by learning to innovate.

Thinking and acting differently
Anyone can learn to innovate, and it starts with allowing, accepting and acknowledging that a business-as-usual focus, avoiding risk, making the tough decisions and resisting change are no longer effective, profitable, or sustainable because:

We all know that doing the same thing and expecting a different result is the definition of insanity. We can no longer afford to keep producing the same results that no one wants. We can’t solve the problem with the same thinking that created it; we have to learn how to be, think and act differently to deliver the sustainable and innovative solution we want to have.

Learning to innovate requires a radical strategic shiftHarnessing collective intelligence
Anyone can learn to innovate; it’s simply a matter of leveraging talent to know, combine, leverage and scale people’s multiple and collective intelligence – heads/cognition, hearts/emotions and hands/actions.

Revealing and closing knowing-doing gaps
Then, we should align these to close the significant knowing-doing gap or disconnect between what people know and what people do.

Everyone knows that innovation is the most impactful lever to use to scale and leverage change, yet are primarily unwilling to pause, stop and take time to retreat from their short-term focus, pay attention and reflect on how to equip people with the innovation fundamentals by getting people’s:

Heads to make sense of innovation and what it means by defining and framing it in their organisation’s unique context, setting a strategic focus, determining the level of risk involved in achieving it and mitigating the roadblocks that may arise.

Hearts aligned to embody and enact what innovation means by setting and sharing a passionately purposeful reason for innovation, building change receptivity and readiness for designing and delivering a range of bespoke deep learning processes and equipping people to activate it.

Hands dirty by creating a safe environment where people are encouraged to emerge and share creative ideas and permission and be allowed to experiment by making small bets and mistakes and learning by doing to know what not to do.
Innovation requires a strategic and systemic focus

Innovation is subjective and contextual, so it must be defined and framed in an organisation’s unique context. It requires a strategic and systemic focus, so an organisation needs to agree on whether they will choose an incremental, sustainable or disruptive strategy and the level of risk.

The 21st century requires us to unlearn, learn, and relearn different mindsets, behaviours, and skills; anyone can learn to innovate to deliver successful change and transformation initiatives.

Commitment and conviction to learn to innovateIt’s only through being committed and having the conviction that my coaching client now has – to explore new ways of helping their organisations use their existing capital investments, collective intelligence, people resources, and expertise, supported by Generative Ai and deep learning processes, to design and deliver low-cost and sustainable innovations to the market.

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Consistency in the day-to-day requirements of leadership is essential, but the best leaders also know how to intentionally create moments that inspire, engage, drive imagination, and have an impact that far outlasts the moment itself. In a recent reading of The Power of Moments by Chip Heath and Dan Heath (2017), I was fascinated by the dynamics that allow certain experiences to have an extraordinary impact upon our lives as humans and leaders within an organization.

Leadership moments matter, and they cannot be artificially created. They must stem from leaders who learn from life journeys and who remain authentic (Luthans, Avey, Avolio, & Peterson, 2010). Authentic leadership is “the result of combining your personal and professional identities into an integrated whole, allowing you to rise up and adapt to new challenges while still being true to yourself” (Her New Standard, 2023).

Good leaders bring their whole selves to the people they lead and the challenges they face with creativity and humility, which in turn can inspire others and bring life to an organization.

Listening

Defining moments are an important part of the leadership experience, but they can be hard to recognize when one is in the midst of such a moment. It should not be surprising that the first prerequisite to discerning an opportunity to create a leadership moment is listening. To be a good communicator is to be a good listener. It is absolutely fundamental to true leadership. (Wooll, 2021). Listening leads to relationships built on trust and a shared sense of loyalty. Inviting employees to share honestly and asking thoughtful questions to increase understanding indicates that a leader has others’ best interests at heart (Llopis, 2013). Leaders should consider listening to be their “full-time job,” as it helps them identify when a moment is needed to make a change, inspire, or simply to tell a story.

Engage

Good listening inherently requires a response from the leader. Actively engaging with people helps generate understanding and accountability. When leaders hold themselves accountable to follow-up with employees on what they have shared, “they will know that you are listening, paying attention and attempting to understand what matters most to them” (Llopis, 2013). This understanding helps build relationships. Research in the field of social psychology increasingly shows that leaders who “prioritize relationships with their employees and lead from a place of positivity and kindness” are more successful leaders in every sense of the word (Seppälä, & McNichols, 2022). Strong relationships must not be left to chance, but instead are a “matter of choice” (Zimmerman, 2016). Leaders can take positive action to build healthy relationships built on trust.

Inspire

Truly inspirational leaders “attract and engage others through their words, actions and beliefs” (Kurter, 2020). Leaders who desire to inspire must build the ability to discern when the moment is right to lean in and point the team back to their shared vision or goal (Garton, 2017). Moments like this can expand a team’s understanding of their goals, how they can each contribute, and what they might accomplish by bringing their full selves and unique skills together (Cohen, 2020).

Hypocrisy is the greatest danger to creating this kind of environment. It is nearly impossible to motivate and inspire a group when the leader’s integrity is in question. Attempts to inspire where respect is not present can actually do more damage in the long-term and create a memorable negative moment instead of a memorable positive one. Inspiration often comes from the consistent demonstration of values and follow-through, not just waxing eloquent about those values (Eades, 2019).

Translate

Good leaders must be good translators (Morgan, 2020). Dealing with complexity is part of the everyday job. However, disassembling an issue and then reassembling it in a way that creates understanding is an acquired skill. This requires a leader to have a full understanding of the issue and the use of “strong listening and communication skills to build bridges between people” (Benjamin, & Komlos, 2022). Leaders act as a translator for all parties so that the same language is being spoken, which is essential for creating a leadership moment.

Like a poem

Think about a moment that stands out in your memory—a moment that had special significance and meaning for you. Like the art form of poetry and story, such moments help us make meaning of our experiences. Leaders can harness the power of story to create moments that resonate (Xing, & Liu, 2015). “Ultimately, we bond over, grow through, and feel seen, heard, and valued through the specific moments that leaders create for us. These leaders and these moments leave us feeling capable, inspired, and like we belong” (Josh, 2023).

When you fail

Leaders are human, and at some point, will fail or experience letdowns. One cannot always control their circumstances, but good leaders control what they can—their responses to failure and disappointment. How a leader responds reveals their character. Every failure is an opportunity to demonstrate to every person in the organization, both in actions and words, how to move forward with grace and resilience (Russell, 2020).

A distinction should be made between a failure based on incompetence and a failure caused by experimentation (Good, 2015). “In the former, learning might focus on an individual’s capacity, the latter might look at how to evolve the experiment. Similarly, understanding the consequences makes a huge difference in how we deal with a failure and should help us determine how many and which people to involve in the learning process as well as how to turn that learning into change, and eventually, success” (Good, 2015).

Defining moments in leadership

As leadership experts Ed O’Malley and Julia Fabris McBride emphasize in their book, “When Everyone Leads” (2023): “Leadership is an activity, not a position of authority.” Because leadership is active, everyone has an opportunity to get better at it with practice (Birsel, 2018). Admittedly, this learning process is complex, and can at times, feel overwhelming and impossible.

Each step leaders take on this path of growing their ability to lead is a step toward becoming more human. “Leadership moments are ones that make your heart leap with hopeful anticipation or fear of taking the next step” (Martin, 2019)” Each step that is chosen is an opportunity for inspiration, understanding, and wholeness. This dialogue, so to speak, with one’s experiences and the world helps create moments with those around them.

Creating leadership moments has the power to open hearts and expand an organization’s vision for who and how they serve, and allows the leader to express that which has no easily definable shape or form, the essence of leadership. The journey toward this kind of leadership takes time, space, and the willingness to commit to being rather than only doing. For the individual leader and the people they lead, it is worth the struggle.

Resources

• Benjamin, D. & Komlos, D. (2022). Why Leaders Should Make The Extra Effort To Translate Numbers: Insights From Author Chip Heath. Forbes.
• Birsel, A. (2018). 4 Small Moments that Make a Huge Difference in Your Leadership Style. Inc.
• Cohen, S. (2020). Leadership and the Power of Inspiration. Johns Hopkins Carey Business School.
• Eades, J. (2019). 3 Ways to Immediately Inspire Anybody (From the Moment You Meet Them). Inc.
• Garton, E. (2017). How to Be an Inspiring Leader. Harvard Business Review.
• Good, A. (2015). 5 ways the best leaders learn from failure. World Economic Forum.
• Heath, C., & Health, D. (2017). The Power of Moments: Why Certain Experiences Have Extraordinary Impact. Simon & Schuster.
• Her New Standard (2023). Authentic Leadership: What It Is and Why It Matters Now More Than Ever. Her New Standard.
• Josh (2023). Leadership Worth Remembering: 10 Types of Moments the Leaders We Remember Create. 3×5 Leadership.
• Kurter, H. (2020). 7 Powerful Characteristics Of A Truly Inspirational Leader. Forbes.
• Llopis, G. (2013). 6 Ways Effective Listening Can Make You A Better Leader. Forbes.
• Luthans, F., Avey, J., Avolio, B., & Peterson, S. (2010). The development and resulting performance impact of positive psychological capital. Human Resource Development Quarterly. 21(1). 41-67.
• Martin, E. (2019). Your Leadership Moment. Medium.
• Morgan, J. (2020). Want To Be A Better Leader? Master The Skill Of The Translator. Medium.
• O’Malley, E., & McBride, J. (2023). When Everyone Leads: How The Toughest Challenges Get Seen And Solved. Kansas Leadership Center.
• Russell, J. (2020). Just Move On: The Best Leaders Own Their Failures And Learn From Them. Forbes.
• Seppälä, E., & McNichols, N. (2022). The Power of Healthy Relationships at Work. Harvard Business Review.
• Wooll, M. (2021). The importance of listening as a leader in the digital era. BetterUp.
• Xing, Y., & Liu, Y. (2015). Poetry and Leadership in Light of Ambiguity and Logic of Appropriateness. Management and Organization Review: University of Cambridge Press. 11(4). 763 – 793.
• Zimmerman, A. (2016). The Things Successful Leaders Do and Don’t Do to Build Relationships. Entrepreneur.

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Facing a workplace situation that feels more like a never-ending marathon than a fulfilling career? Sounds like you’re stuck in the “24/7 rule” circus, where the company’s demands are juggling you around like a reluctant clown! But fear not, it’s time to add a dash of humor to lighten the mood and find your way out of this job jamboree.

Imagine this: you’re the star performer in a workplace drama titled “The Great Escape from 24/7 Land.” Cue the dramatic music as you dramatically roll out of bed after hitting the snooze button more times than you can count. Your reluctance to face the day rivals that of a cat avoiding a bath – and trust me, that’s some serious reluctance!

But wait, there’s more! Your inner circle knows all about your workplace woes, making you feel like the lead character in a soap opera where everyone’s in on the juicy gossip. And as for having fun? Well, it’s become as elusive as finding a unicorn at a corporate retreat.

Now, let’s sprinkle in some wit and wisdom. Picture yourself sitting down with a trusted confidant, pouring your heart out over a cup of coffee. You lay out your grievances, and they respond with a quip so sharp, it could cut through the corporate red tape like a hot knife through butter. Together, you brainstorm a plan so ingenious, it would make even Sherlock Holmes proud.

As you jot down your thoughts on paper, you realize something profound: it’s time to reclaim your power and put yourself first. You’re not just a cog in the corporate machine – you’re a force to be reckoned with!

So, armed with humor, wit, and a newfound sense of determination, you set out on your journey to find greener pastures. Who knows? Maybe your next adventure will involve writing that book you’ve always dreamed of or embarking on a spontaneous trip to Singapore – because life’s too short to be stuck in a job that feels like a never-ending sitcom rerun!

Remember, laughter is the best medicine, especially when dealing with workplace woes. So, chin up, my friend, and let’s add a little humor to this chapter of your life story!

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More than ever, organisations and individuals are looking ahead to the future with a close lens and keen insights. This type of big-picture thinking is imperative to the success of any company or a person. It’s part of building mental fitness. After all, our world is not static, rather it is in a constant state of change. With much of the future unknown and uncertain, companies (and people) need to stay agile and think strategically about what’s to come ahead. In fact, half of us feel unable to plan for the future.

Having said that, we also need to make sure to stay reactive. Our organizations know that the future isn’t set in stone. Nowadays, the future is fluid. To look at the bigger picture ahead, we know that we need to make space for reflection in case things don’t go as planned.

In this article, we shall deliberate on how to adopt habits to become a BIG Picture Thinker. Let’s find out how BIG Picture Thinking Pattern can keep ourselves and our organizations a step ahead from the competition, from the market place — and be better prepared to pivot when needed.

Who’re the Big Picture Thinkers?The BIG Picture People tend to be creative, strategic, and visionary, but they can also be messy, disorganised, and forgetful. On the other hand, the detail oriented people are conscientious and exacting, but may lack perspective or fail to prioritise long-term goals. These types of thinking skills aren’t inherently natural to us. Like any other sort of skill or muscle, it takes practice to start thinking with a BIG Picture view. Let’s see how BIG Picture Thinking should work for us and why it’s worth investing in building a future-mindedness in our respective workplacs?

Ways to Embrace Big Picture Thinking1. The Power of seeing the Whole

In most cases, particularly in our part of the world, we are not trained to have a holistic view of things. Rather, we look at the transactional value of the pieces. We love to work in silos and we feel good about it. Also, in most cases we don’t like others to interfere in our respective domains even for our own good. We live with this distorted desire to control i.e. I am the In-charge for my own little kingdom.

Unfortunately, most managers are trained like that, not bothered to look at the BIGGER Picture, e.g., the Heads of HR, Finance, IT or other support function are generally busy adding frills to their little empires without realizing the purpose or core of their organisational existence. Similarly, they train their successors in a similar fashion, living in their own (fool’s) paradise.

2. Spare Time to Reflect

Rather than acting on short-term conditions such as emotions, fatigue, time pressure or distraction, deciding based on the BIG Picture can ensure us prioritise effectively and set achievable goals. Here are a few methods we can use to think about the big picture:

1. Connect with the Divine and seek help
2. Write down the BIG Goals
3. Go for a thoughtful walk
4. Talk to a friend or a family member who is a good listener and seek advice

3. Build Future-Centric Skills

We all understand that due to the current economic situation around the world, the future will remain uncertain for a foreseeable time and that’s fine. Organizations and individuals everywhere are navigating the same uncertainty and unknown. In fact, 63% of Americans say they’re stressed about the unknown. But our workforce doesn’t have to feel like it’s navigating the unknown alone or without support.

Creating future-centric leaders in our organisations will help keep our employees agile, healthy, and engaged. Researchshows that future-centric leaders report increased team agility, team performance, innovation, and resilience. 82% of people have significant room for improvement in at least one area of future-centric leadership skills.

4. The Journey Starts from Within

It takes a “leadershift” — a balance between standing back and seeing the big picture (vision) and moving in close while painting all of the fine details (execution). BIG Picture Thinkers dream of the opportunities, not just the problems, they see possibilities, not barriers. They have the capability of see across the wall.

BIG Picture leaders then take those abstract thoughts and envision strategic outcomes. They can make a plan for how to create opportunities from challenges, and outcomes that drive an organization to somewhere ahead of where it is today. BIG Picture leaders elevate possibilities, processes and people.

5. Convert Plans into Action

Since we are discussing the BIG Picture Thinking and painting a vision, let’s see what the great artist Pablo Picasso had to say: “Our goals can only be reached through the vehicle of a plan. There is no other route to success.”

As we look through our own leadership lens today, let’s ask ourselves:

1. Do we have a vision for what we do?
2. Is our vision in sync with our life goals?
3. Are the goals outlined with a plan that is SMART (Specific, Measurable, Attainable, Realistic and Time-bound)?
4. Does our vision include leading others toward the end state? If so, am I more focused on managing an operation or leading people?

SummaryIn short, “Symphony” is the ability to see the big picture not only in terms of analysis, but also to integrate and synthesise to see that the whole is greater than the sum of all the parts. It is a capacity that each person has to a degree. The more this symphony is cultivated the easier it becomes to communicate and understand the job as a whole, the significance of each part to success, and the subtle interrelationships among the parts.

Let’s not forget that the change is the only constant and is necessary for evolution. Leadership Guru John C. Maxwell writes in his book Leadershift, “You cannot be the same, think the same, and act the same if you hope to be successful in a world that does not remain the same”.

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A recent neuroscience study exploring how the brain engages in creative work, reveals that flow, or being “in the zone,” the state of blissful consciousness, can be achieved by consciously releasing or reducing cognitive control to allow creativity to flourish.

“Letting go”, a foundational principle in mindfulness meditation practice, is central for an optimal creative state of flow to be reached and maintained.

To elicit flow, we have to intentionally create the space for it. A mental, emotional and physical environment that is conducive “to see what else is possible”.

The realms of possibility and opportunity are inherently connected with untapped potential.

Harnessing change is part of any growth’s journey; it is the gateway into new experiences that open to new, effective ways of attaining the desired outcomes.

The essence of the creative process is to let go of the “knowing” mind construct, to shift into the dimension of wondrous curiosity, allowing for new insight to surface, to be explored and eventually embraced.

Unlocking organisational potential ties with fostering human centred dynamics where processes, systems and approaches are harmonised, to synergise with the change effort.

This is a dimension of expansion, where intentional presence and empathic listening weave in with collaboration, experimentation, authenticity, safety and trust, to synchronise the shared purpose, build resilience, and activate ownership, transforming the relationship with adversities.

How comfortable are you at the idea of letting go of the “I know” and embrace instead the “What if” and “Where from here” ?

To shift from change to transformation, we steer the dialogue (inner and outer) in a direction that invites in openness, to a space where we promote collaborative problem solving.

The creative process is by all means a human centred endeavour. Ideas and solutions arise as a result of channelling the creative energy into a collaborative pursuit.

It is not about the ‘I’ versus the “We” rather the integrative process that is built around a shared vision, shared values and a common goal.

“Creativity is intelligence having fun.” A. Einstein

This analysis is foundational to the Module 3 of my “Transformative Leadership Coaching Program” at present offered on 1-to1 Format: “Embrace Growth. Be In Service.” You can learn more about the first two Modules by visiting my LinkedIn profile and my website. To unlock more insight into the 5Dimensions of the Program, you can sign up to download the expanded view.

Link to the external resource: https://neurosciencenews.com/creative-flow-neuroscience-25918/

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The Assumption of CompetenceIn the corporate world, there’s a pervasive assumption that once an employee climbs to a certain rung on the ladder, they inherently possess all the skills necessary to lead effectively. This belief is rooted in the idea that experience alone is a sufficient teacher and that seniority equates to leadership prowess. However, this assumption is flawed and can lead to a dangerous neglect of ongoing leadership development.

The Consequences of NeglectWhen organizations operate under this assumption, they inadvertently set their leaders—and by extension, their teams—up for failure. Leaders may become isolated, losing touch with the ground realities of their teams. This isolation can breed a form of insulation where leaders are cocooned in their established ways, resistant to new ideas or blind to emerging issues within their teams.

The Ripple Effect of IsolationThis isolation doesn’t just affect the leaders; it trickles down, affecting team dynamics and performance. Leaders who are not up-to-date with the latest management techniques or who lack self-awareness may inadvertently pass on bad habits to their team members. These habits can manifest as poor communication, ineffective feedback, or a lack of empathy—each of which can erode team morale and productivity.

The Need for Continuous LearningLeadership is not a static skill set but a dynamic one that requires continuous learning and adaptation. Just as industries evolve, so too must the skills and approaches of those who lead within them. Leadership training should be seen as a continuous journey, not a destination reached at a certain job title.

Investing in GrowthOrganizations must invest in their leaders at all levels, providing them with the tools, training, and support they need to grow. This investment pays dividends in the form of more engaged, productive teams and a culture that values growth and learning.

ConclusionThe myth of self-sufficiency in leadership is not just a disservice to the leaders themselves but to the entire organization.

By committing to continuous leadership development, companies can foster a culture of excellence, adaptability, and shared success.

Orlando Haynes and I talk about the negative consequences, need for continuous learning and investing in growth in their leaders on his CareerTalks podcast.

Listen to full podcast here:

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In this thought-provoking episode of The Mind Takeaway Podcast, we’re broadcasting from a rooftop in Belgrade, with the bustling city below us, to tackle the transformative concepts of learning, unlearning, and relearning in leadership. As the business landscape evolves at a breakneck pace, we explore why the most important trait for today’s leaders is the ability to rapidly assimilate new information, shift perspectives, and adapt to change.

We unpack the distinctions between passive and active learners, emphasising the significance of active roles in professional development. Our discussion highlights how leaders who embrace trial and error and are willing to be vulnerable in learning ultimately flourish and make a lasting impact.

We confront the barriers that ego presents to personal growth, exploring how defensiveness and a reluctance to be wrong can stifle learning. Conversely, we celebrate the power of embracing discomfort, recognising that feeling unsettled is a natural part of acquiring new skills and expanding one’s horizons.

Join us as we explore the delicate balance of slowing down to speed up, the importance of curiosity in leadership, and the courage required to step out of one’s comfort zone. We share insights on how leaders can foster a culture of continuous improvement within themselves and among their teams by demonstrating a willingness to experiment and evolve.

Whether you’re a seasoned executive or an emerging leader, this episode serves as a compelling reminder that the journey of learning is never complete and that the willingness to embrace the uncomfortable truly defines transformative leadership.

Tune in for an episode that will challenge your assumptions, inspire you to reflect on your learning style, and empower you to become the leader that the future demands.

Episode Highlights:* The essential nature of adaptability and continuous learning in modern leadership * The difference between passive and active learning and the role of ego in hindering growth * Strategies for embracing discomfort and the benefits of doing so for leaders and their team * Real-world examples of how leaders have successfully implemented new skills and the positive impact on their teams * Remember, when you feel discomfort creeping in, it’s a sign of potential growth.

Episode Chapters(00:00) The Mind Takeaway podcast comes from the rooftop of The Office Belgrade.

(00:54) learning, unlearning and relearning are essential for leaders to grow and have an impact.

(04:04) To be a great leader, you must be a great learner simultaneously.

(07:43) The most critical thing in leadership is being comfortable with being uncomfortable.

(13:06) If you are feeling stuck right now, it’s time to take the first step. Look at the Leadership skills you want to learn more about and start there.

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I was looking outside when I glanced a luxurious car parking under what looked like a healthy tree. Suddenly, a big branch of the tree fell on the car and damaged it. This reminded me of the Fallen Tree Branch Syndrome. A tree that looks healthy is not.

My mind drew analogy between the fallen branch syndrome and the fallen branch of employees’ morale.

Researchers are still undecided on the reasons why a healthy-looking tree drops its branches suddenly. One reason is due to overwatering the tree and rotting its roots. This leads to the sudden fall of the tree branches.

There are early indicators of the fallen branch of the employees’ morale by lowering their emotions state. Morale in the workplace is a key driver of a company’s success. Detectable signs of fallen morale include

• Lower productivity compared to previous performances.
• Increased gossiping, backbiting and spread of rumors in an organization.
• Increased illnesses among employees and reporting late to work.
• Lower quality of customers’ service
• Increased waste of time due to increasing mistakes by employees.
• Forgetting appointments
• Sleeping during meetings and agreeing with the group without serious discussions
• Increased floor dirt such as thrown napkins on the floor
• Increased conflicts among employees
• Employees not putting their maximum effort in the work
• Fallen creativity and continuing doing the same without attempting to improve work
• Late to respond to customers’ phone calls and complaints
• Prevalence of toxic culture

When employees’ morale is high, they engage, contribute and care for the quality of their work. This is because employees with good morale levels value their work.

This results in higher team unity and productivity. Employees care to work in keeping with the companies’ mission, vision and goals. Those employees try again if they fail and learn from their failures. They care to improve their work and generate new ideas.

Be careful to assume that what looks a healthy morale tree may drop its branches and fail the work. Care to detect the early signs of falling morale.

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The importance of inspiration in leadership has been long known. When people are inspired by the behavior of an individual, that inspiration can shape actions, goals, and outcomes. Ultimately, those who inspire others not only have a “significant positive impact on their followers,” but also on social systems (Cakir, & Adiguzel, 2020).

In order to inspire others, however, a leader must himself be inspired. Effective leaders make it a habit to seek out sources of inspiration rather than expecting it to find them. This starts by knowing yourself, recognizing areas for growth, and determining how to share oneself with others in a meaningful way. Part of knowing yourself is “questioning [your] character, which is defined by the sense of purpose, values, aspirations, and personal resilience” (Shet, 2020). To grow as a leader and a person who inspires others, leaders must begin by creating discomfort. Staying in your comfort zone may be understandable and even logical, but to grow, we must try something new (Resto, 2021). For those who desire to inspire as they lead, this must involve looking for new sources of inspiration.

Inspiration from outside your comfort zoneOne of the most-overlooked places for inspiration are people outside your regular work sphere. There are people in different industries who possess amazing abilities, characteristics, and ooze inspiration that you can absorb or emulate. Circumstances that aren’t precisely parallel with those of your own industry are no reason to ignore the wisdom and motivation that can be offered outside one’s circles of influence.

Seeking inspiration from those in our own field can often be hampered by a sense of competition. In a competitive mode we can then become self-critical, which can undermine confidence. By looking for inspiration outside one’s industry, you can learn from others you admire with self-compassion and without unhelpful comparison. You are more readily able to remain in observation mode when interacting with others. “Learning from others depends on people’s ability to integrate their own and others’ experiences” and then understanding what can be learned, adopted or discarded (Moskaliuk, Bokhorst, & Cress, 2016). We may unintentionally be discarding experiences from outside our usual spheres and missing inspiring moments in the process.

Good leaders must shift from this automatic mode and instead observe, note, and adopt, even from unexpected sources. Reflecting on interactions or journaling about encounters with those who inspire us helps us take notice of our surroundings and drive learning.

Furthermore, inspirational leaders set challenging objectives, use symbols to get ideas across, provide meaning for suggested action, envision an attractive and attainable future, and appeal to feelings (Bass, & Riggio, 2006). Leaders must challenge themselves to look at others outside their industry and learn from them and apply their perspectives and approaches to their own work. When leaders show individual consideration or are motivated by others intellectually, they replenish their well of inspiration to draw from to stir up others (Bakker, Hetland, Olsen, & Espevik, 2022).

Consider the examples below of three individuals from different walks of life, then expand this exercise to think of people who inspire from outside your normal day-to-day work and social life.

Profile A. Incarcerated Person serving sentence in prisonIn my work with a prison ministry, I have been continuously inspired by a particular Incarcerated Person who exhibits a high level of gratitude. Gratitude is defined as “a generalized tendency to recognize and respond with grateful emotion to the roles of other people’s benevolence in the positive experiences and outcomes that one obtains (Li, Wu, Brown, & Dong, 2022).” Observing how this person speaks and interacts with others and noticing the ways his gratitude inspires the same in those around him is challenging and instructive. Leaders can learn from his example how to cultivate gratitude that is contagious—even in challenging circumstances.

Profile B. School Nurse providing daily day-to-day care in a school systemA School Nurse was concerned that her colleagues were no longer seeing the best in their students and appeared to be exhibiting compassion burnout. Compassion doesn’t follow a give-and-take approach, and the school nurse had experienced this first-hand. Her response to her colleagues’ attitudes toward their students was to “ask questions that allow them to interrogate their approach and teach them to spot their own assumptions” by simply asking why (Davey, 2023). This was sometimes as simple as asking teachers why a student needed to seek medical attention when no medical issue existed or giving feedback to the teacher about the student that humanized the pupil, thus helping the teacher to see the child beyond any preconceived notions, refreshing an incomplete perception of the student, and reestablishing a compassionate connection between the student and teacher.

Profile C. Public Relations and Marketing Manager in the tourism industryA Marketing Manager works hard within her team to improve the team dynamics. She facilitates discussion on a project to improve employee engagement, helps diminish team members’ frustration, and examines ways that offering the option to work either remotely or in-person can be fulfilling and engaging. Her desire to see the team perform well together and her compassionate, creative, and flexible approach to their well-being influences her employees’ performance and contributes to the success of the organization (Swanson, Kim, Lee, Yang, & Lee, 2020).

Profile D. Yoga InstructorHealth and peace are closely linked. A Yoga Instructor inspires by focusing on developing health and by teaching her pupils to cultivate and increase their self-awareness, body-awareness, emotional regulation, and attention regulation through relaxation, diet, exercise, and challenging the status quo of Western medicine (Fogel, 2020). Her teachings promote confidence in their sense of self that allows them to engage with intentionality and to respond to challenges in a way that is experienced as authentic by both the leader and those they are leading (Fonow, Cook, Goldsand, & Burke-Miller, 2017).

ConclusionAs Shivam Agarwal muses, often, “we surround ourselves with people we are most comfortable with and forget about the world which exists in the parallel” (Agarwal, 2019). Effective leaders seek inspiration from individuals who are “enthusiastic about their job, their life, or their family, and who convey their enthusiasm and good energy” to others (Economy, 2016). However, it may feel fresher or more distinct when it’s outside the industry that you are embedded within. The attitudes of people who are passionate about what they do are infectious, and these people exist in many unexpected places if you are willing to take the time to observe.

Experienced leaders know that “what works in one situation will not necessarily work every time” (McKinsey and Company, 2022). Therefore, diverse experiences and exposure to events, situations, and people will help develop a vast repertoire of skills, which will not only catalyze your personal growth, but will also increase the likelihood of being successful in different situations.

Self-assessment and reflection are key to finding inspiration and inspiring others.

The next time you interact with a colleague or someone outside your organization, try writing down as many things as possible that inspire you about that person. Note why it inspires you and consider your current ability on the traits you listed to discern how their example might help you grow as a leader.

In the words of leadership expert Jeff Moore: “It may seem that inspiration is what leads to action but this is not always true; the truth is that action is what leads to inspiration” (Moore, 2022).

Editor’s Note: This Article originally appeared on NY Weekly and is featured here with author permission.

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The principle mark of genius is not perfection but originality, the opening of new frontiers.

– Arthur Koestler

In his book Houdini, author Harold Kellock shares a story about Houdini on one of his European tours when Houdini found himself locked in his own thinking. After he had been searched and manacled in a Scottish town jail, the turnkey shut him in a cell and walked away. Houdini quickly freed himself from his shackles and then tackled the cell lock. But despite all his efforts, the lock would not open. Finally, ever more desperate but completely exhausted, he leaned against the door- and it swung open so unexpectedly that he nearly fell headlong into the corridor. The turnkey had not locked it.

Houdini was not locked in a cell by a key but by a belief.

Your belief systems directly influence every part of your life. The larger question is: what does your belief system look like? Let’s explore a few ways this happens in your life.

Wrong beliefs and assumptions lead to wrong actionsHoudini assumed the door was locked. Because his assumption was wrong, his actions were wrong. Wrong assumptions caused him to waste a lot of time and energy trying to accomplish something that was not even necessary. It will do the same for you.

Decisions you make as a leader must be grounded in facts and reality. The worst thing you can do as a leader is to make decisions based on bad information When this happens, you waste valuable time. Your people lose confidence in your leadership.

Wrong actions lead to wrong conclusionsBecause Houdini believed the door was locked, he worked tirelessly to open it. Imagine his reaction when he leaned on the door and it opened, realizing that he had been needlessly working to solve a problem that did not exist. I can only imagine his frustration when the cell door opened that was not even locked.

When your thinking is wrong then wrong actions will follow. This leads you and your team to make faulty conclusions. This only compounds already strained morale.

Understand the power of right-thinking leadershipYou do not want to be locked in by negative thinking as a leader. Right-thinking leaders seek solutions, explore options, empower their team, and share the credit. Right-thinking leaders have a mindset shift that’s not fixed but one that is growing, expanding, and overcoming its challenges because they refuse to be trapped by limited belief systems.

Your growth as a leader is determined by the choices you make. Don’t allow yourself to be trapped by beliefs that hold you back and limit your leadership capacity. Embrace right-thinking leadership with a passion to grow and your possibilities will be unlimited.

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The workplace is forever changing, and the staff at some companies includes multi-generations. Inclusion is a popular topic today as it applies on multiple levels and can encourage repetitive quitting or loyalty.

How you handle tradition versus the new in business on all levels will affect your bottom line. New tech, including AI, is undoubtedly more challenging for seniors to adapt to, while younger generations will likely have the knowledge to assist with the updates.

My Story

Today, two questions suggest the importance of combining traditional communications with the latest strategies. The workplace has dramatically changed on many levels, including:

– Multi-generational

– Greater diversity

– Remote work vs. corporate

It’s apparent that management needs to embrace the fact that differences exist more than ever and that ignoring them will not help any one person or the business. Moreover, diversity exists in many ways, including race, heritage, disabilities, work preferences, and communication styles.

No matter the topic for discussion, you can count on receiving diverse opinions and insights. Wise leaders are inclusive and welcome varying thoughts for sharing, learning, and deeper conversations to benefit everyone involved.

Questions Propel Open Conversations

Today, the first question I read concerns the individual’s preference for communication. With varying generations in your employ and working globally at home or in the office, it’s more essential than ever to ask for the individual’s preference for communication.

While adhering to everyone’s communication preferences may sound time-consuming, the payoff will be timely and quality responses. With a large staff, creating a reminder to review everyone’s choice will be best should you experience a forgetful state of mind.

Once your system is in place, track the changes to determine:

– The response time, individually and collectively.

– The percentage of responses and the statistical increase vs. decrease.

– The average length of employment.

One more tracking option is vital to consider. How does all the above affect your bottom line? When people feel their insights are welcome, they respond quicker and more insightfully to questions and issues, and longer-term employment occurs.

Mindset Encompasses Sales Strategy

Every conversation outcome, whether with friends, associates, staff, prospects, or clients, depends upon our frame of mind, which affects business considerations. While the old age expression is ‘curiosity killed a cat,’ the more modern thought is ‘curiosity opens doors.’ And know that ‘When one door closes, another can open.’

Each Generation Can Provide Value

Today’s second question came from a younger person who wanted to know how I got into story-sharing. Many of us fear sharing poor experiences due to past ridicule and no more of it. However, seniors have many experiences and insights that can empower younger people by sharing them.

The sharing requires bravery to reveal errors or mistreatment so that younger people can learn about the worst to improve and achieve the best. I owe my story-sharing efforts to a Dale Carnegie public speaking class long ago and his book How to Win Friends and Influence People.

Bridging the Divide

It’s essential to accept that disagreement arrives on all levels. Our first job is to figure out where the disconnect may be and to strive to find a solution. But it’s best to save time and move on if it isn’t workable. Sales taught me to welcome either a ‘Yes’ or ‘No’ answer, as it invites trust and the realization of what should occur next.

My evergreen question for when I didn’t understand a situation or a statement is ‘Why?’ or ‘What has been your experience coming to that conclusion?’ Moreover, a calm tone of voice behind the questions invites deeper insights for better understanding and approach to the suggestions awaiting.

In Conclusion: Tradition versus the New in Business

Bridging the divide between generations is a fabulous learning curve for all willing. The underlying factor is inclusion among all you meet and with whom you work. By being as accommodating as possible, like Carnegie, we can all win more friends and influence more people to enjoy a robust career and business.

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The Wizard of Oz may have been pulling levers and projecting smoke and mirrors, but that wouldn’t make him a very effective leader. In today’s dynamic world, the “man behind the curtain” approach simply doesn’t work.

True leaders understand that inspiration stems from visibility, trust from approachability, and connection from relatability.

Just like Dorothy needed to see the Wizard face-to-face to gain courage, your team needs to experience you as a real, accessible human to truly follow and be motivated.

So, how do you shed the illusion and step out from the shadows? Here are 5 ways to BE more and become a leader your team can truly rally behind:

1. Open the Door: Embrace Transparency and Communication. No more smoke and mirrors! Share information openly and regularly, fostering an environment of trust and shared understanding. Encourage questions, answer honestly, and be upfront about challenges.

2. Walk the Yellow Brick Road: Get Down in the Trenches. Don’t just delegate and observe from afar. Be present with your team, understand their daily struggles and successes, and participate in the trenches alongside them. This builds empathy and shows you’re invested in their journey.

3. Embrace the Munchkins: Celebrate Diverse Voices. Don’t surround yourself with yes-men (or women). Value diverse perspectives and encourage open dialogue. Listen to and learn from everyone, regardless of their position or background.

4. Tin Man Up: Foster Growth and Development. Be an advocate for your team’s growth. Offer opportunities for learning, mentorship, and skill development. Invest in their success and watch them blossom into confident, capable individuals.

5. Show Your Heart: Share Your Humanity. True leaders connect on a human level. Don’t be afraid to share your own vulnerabilities, passions, and experiences. This fosters authenticity and creates a space for deeper connection.

Remember, leadership isn’t about pulling levers from behind the curtain. It’s about stepping out, engaging, and inspiring. Show your team the real you, be open to feedback, and be present in their journey. By embodying these principles, you’ll watch your team transform from wide-eyed Munchkins to confident lions, ready to take on any challenge!

Bonus Tip: Don’t underestimate the power of humor and fun! Just like Dorothy and her companions, a shared experience, a laugh, or a moment of levity can create lasting bonds and strengthen your team spirit.

So, are you ready to step out from the shadows and become the leader your team truly needs? Remember, there’s no place like “being more” for building trust, fostering passion, and achieving common goals. Click your ruby slippers and start your journey today!

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In a chat with a colleague, I confessed that there is one position I try to go to in case I have any doubt about my leadership abilities. I would rather be considered a humble learner than a know-it-all. Learning brings two things out — first, we create space for other’s opinions, and second, listen with an open mind.

Again, taking such a position is a luxury for most of us. Being the visionary and the lead player in the business, it might be on us to be at the front, making it difficult to become a student. If we were to stop and let the other go to the front, we could see how the organization would look without us at the helm. The first challenge of leading from the front is the ability to see the way ahead, at least till the path turns a corner. If somebody else could peek further down the road and give their views, we would have another pair of eyes seeing the same path ahead and concluding.

This leads to two questions: Would we accept a diverse view than us? Would we let somebody else lead, at least for a moment? It is hard to let go, especially if there is a disparity in intellectual levels, or the ability to envisage. Most people can’t handle abstract layers and therefore are uncomfortable taking the lead. Some may shun the spotlight because they would rather express but not explain and defend, others might just be uncomfortable with the abstract.

However, I have observed that three factors make a good student out of a leader.

First, curiosity — unbridled curiosity to learn from the smarter people around; Second, humility — the attribute that makes one willing to accept another’s excellence; third, gratitude — a sense of thankfulness that makes you acknowledge other’s contributions.

Let us examine these three closely. Before that, I would like to set the context of why I consider myself a student.

A Journey as a Student into Leadership:As I transitioned from my corporate job into a self-employed phase, I embarked on projects that suited me. I was a natural in many subjects — content writing, website building, building sales funnels and teams, setting up operations for a foreign company, and business consulting. The list could go on. I was faced with a problem of plenty. I expanded my team to address a few projects, but I was mostly the face of my work, and I started feeling the stress of running sales, marketing, delivery, payment, and collection. I came to a point where I needed to start a different journey, albeit being successful as a solopreneur. If I could become part of a team, it would make me focus on my strengths, and let others bring their skills and experience that could complement mine.

My partners brought complementary strengths in finance and investment banking, while I added my strengths in strategy and organization building. We had a meeting of minds, chemistry, and zest to drive the business. It took some time for me to realize that I had learned a lot on the job, but more from my partners. I could take pride in being excellent academically, but it was more than that. It was an unsatiated curiosity to learn as we built our business. To achieve this, I listened to my partners, and their years of experience added to the collective wisdom that made our decisions more enduring.

My biggest learning was to be part of a team. It did not matter how smart I was, what mattered was the loyalty to the team. Even if I was doing the gruntwork of 80%, the balance of 20% could only be achieved with the team. If 100% of any desired result, the 80% would fall short without the 20%. So the 20% became more important than the 80% that I contributed. It brought me to the point of accepting that I was part of something, rather than being the only thing of nothing. A beautiful part of this journey was the acceptance of the interdependence. I felt humbler and grateful, and I was vindicated. During my bad days and poor patches, the team stood up for me and took things forward.

To distill the experience, I could say that I became a student, learning lessons about life, partnership, and teams. From an unequivocal leader in a corporate setup, I became part of a leadership team that balanced various aspects — skills, situations, decisions, and backing each other up. It turned out that being a student put me in places that I would not have been otherwise, but the results were amazing — easier conflict resolution, better decision-making, and faster execution.

This transformation has held me in good stead when I have worked with new teams. The new teams have relative newcomers, but they are specialists and experts in their own right. Here, I become the student as it enables me not only to understand their thoughts but also to listen to their perspectives. It is a ringside view of how ideas come to life.

Let us now examine the three important qualities of a studious leader.

1. a) Curiosity

Einstein describes curiosity as persistent interest and patience to chase a problem to its solution. For a startup founder or a leader, curiosity is the guiding force to propel forward. Whether it is about the vision or a smaller task, curiosity becomes the beacon of studentship. Curiosity brings genuine interest. But there is a caveat — a filter about understanding the relevance of any input that directly lies in the path of the subject in question. Many have considered curiosity as a serious, single-track attribute, but the fact is that curiosity is built on persistence, focus, and patience.

I have seen more curious people. Their learning methods are deeper — taking notes, asking for clarifications, tagging open points, admitting a lack of understanding, requesting examples, etc., It is inspiring to build conversations about the subject, in the process of sharing, we learn. Such learnings make good building blocks for business.

1. b) Humility

Humility is the other side of the coin called curiosity. A student who is curious to learn should be willing to be humble.

“A great man is always willing to be little.”
― Ralph Waldo Emerson**

No teacher ever reveals the true wisdom to a haughty disciple — for the shedding of the ego is the first step in the path of wisdom. If we apply the same logic of curiosity, which makes us students and our fellow founders teachers, we need to be ready to listen. Listening comes with genuine empathetic focus and that comes with being humble.

I have found humility as the biggest challenge to handle — not because it is difficult, but because we forget that we are the students. If we are curious but not humble, we become intellectual show-offs(and I know this, because people use the word genius around me). Humility is the first lesson for a curious student.

1. c) Gratitude

We are curious. We are humble. Now, we have studied our lessons. The third quality — gratitude is the last piece of the tripod of leadership. Gratitude is the basic but the most genuine form of respect. Gratitude is also about seeing the goodness in others — we can be grateful that even thorns have roses ( or feel cursed that roses have thorns.)

A simple acknowledgment that the others have been our teachers is enough. When gratitude is the bond that binds the team, it makes the space for everybody to contribute better, as they are acknowledged and their inputs more meaningful. Gratitude is fundamental to the formation of tribes. African tribes have expressive ways of thanking their fellow tribespeople. In a team, if the stakeholders acknowledge each other’s contributions, it brings them together as a bonded force to achieve the milestones.

If we assume that these qualities could be cultivated, then we could consider a structured approach to becoming a studious leader.

The Feynmann approach to learning as a leader:Being a student is beyond listening — it requires a lot of reading (and watching videos these days) and thinking. The deeper one understands a subject, the better one can contribute to decision-making. Of course, there is the basic intellectual quotient. I would follow Feynmann’s technique (which is counter-intuitive for me).

1. a) Select a subject to learn: The subject in question is about understanding incubators and academic institutions. It is important to crystallize the thoughts about them, mostly in context. The five Ws and H’s approach helps to construct the basic understanding of cultivating entrepreneurship culture and supporting startups from these academic institutions to commercial success. The first step is to understand the lay of the land.
2. b) Simplify the subject: The deeper the understanding evolves, the more complex the learning becomes. But to transmit the learnings to other stakeholders, the same has to be distilled into simpler words. The simplicity comes in articulating the understanding in simple, succinct words. Using tables, bullets, and pictures — workflows, block diagrams, and mind maps, such understanding can be simplified. In the above example, understanding the gap and mapping the possible solutions could be constructed as a table.

c) Review and Refine: Capturing the essence in various documents, tables, and diagrams will allow the stakeholders to consume, comment, and convince ( or get convinced) about the idea. The revisions and refinements are to distill the idea to further simplicity. Simplicity is the ultimate goal — clarity of thoughts expressed shortly and succinctly to the finest possible understanding between the stakeholders, and finally to the external world.

1. d) Organize and Review: The idea is to unify opinions and address them — normally such decisions from the learnings above lead to unanimity in the way forward. When the decisions are at the topmost level, it is important to get stakeholder buy-in and track disagreements in a manner that does not impede the progress of business.

By applying a structured approach and adopting the qualities of curiosity, humility, and gratitude, one can become a studious leader.

In Summary

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
― Antoine de Saint-Exupéry**

If a person feels the thirst of curiosity to achieve the vision and they see in their tribe the same hunger, the yearning to chase the dream becomes the unifying factor, acknowledging the contributions of his tribe. In a sense, they become a leader in their own right.

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The need to grow is one of the higher level needs that every human being needs to satisfy. If he hadn’t had this seed inside him, we probably wouldn’t still have the fire, or the wheel.

We truly achieve our goals not when we avoid difficulties, but when we learn to face them, without shortcuts and without being discouraged by some disappointment.

For some time it seems that parents of the latest generations often tend to clear the path of their children from all possible and imaginable difficulties.

Skills, instead, are acquired by facing difficulties.

Self-confidence is not a gift but is given to us by the experiences faced, by the large and small problems solved. Everyday life is the gym where we acquire the skills to face the challenges that will be proposed to us.

If young people are prevented from facing difficulties, they are prevented from becoming people capable of facing them, from being able to make conscious choices, from building their own self-esteem and the necessary resilience.

Difficulties are nothing more than training for our goals. They are what strengthens us, what strengthens our skills, our resilience, our willpower, the spirit of sacrifice.

Those preparing to face a super competitive world must be trained to rely on their own resources and not to give up too easily. Because there are no overly ambitious goals, there are only people who give up.

It is evident that, if not trained, the person’s skills are then insufficient and lacking in dealing with the complexity of life.

Emerging and burning problems within the couple, the family, parenthood, among young people and last but not least in the school and its ability to train people to face real life, indicate with unmistakable alarm signals that something must be done , because what is achieved does not seem to be enough to slow down, much less stop the ongoing decline.

In our society it is often not understood what the study and growth of personal skills actually are. Many mistakenly believe that it is not necessary at all, believing that transmission through osmosis within the family bubble is sufficient to develop full life competence and mastery of personal skills.

This probably corresponded to reality just a few generations ago. In the last century things have changed suddenly and the number of personal skills and the complexity of the skills necessary for a fulfilling and successful life have grown dramatically. Young people will have to face a world quite different from the one inherited from their parents, and mothers and fathers have difficulty transmitting how to live correctly, because the world they know no longer exists by the time their children have to conquer it.

The growing numbers of these problems should make understand that learning to face difficulties and obstacles is the only way to equip young people with the tools capable of building a better style and quality of life that is more in line with today’s needs.

Parents must prepare their children to become a conscious adult, not crush him with worries about the future or continue to treat him like a defenseless child, they have the duty to give him all the tools to face this complex world.

Families and schools should collaborate by working on relationship skills, expression skills and life skills in general, all of which are necessary for young people to have autonomy and existential success.

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I feel that saying our workplace is just like our family might have been appropriate in the 20th century but not anymore. Back when family models were more stronger, positive and universal, the association might have sounded appealing, even inspiring. And in an era when employees felt more loyalty to their employers and employers expected more as well, a family-like organisation might have been productive.

Speaking as both an employee and a line manager, one of the most common approaches I’ve seen is the myth that one’s team should be a family. While this idea may sound appealing on the surface as part of the employee engagement campaign, it can have detrimental consequences for both the employees and the company as a whole.

In this age, trying to run an organization just like a family — or even merely saying that one does — will hold them back, and may even backfire.

Precisely, our companies are not like our families because:

1. We Don’t Let Go Our Family Member?First and foremost, equating a workplace to a family dynamic doesn’t align with the reality of professional life. In a family setting, we don’t typically decide to let go of our least productive family members. In contrast, businesses often need to make tough decisions to ensure their survival and success, which may involve letting go of underperforming or morally challenged employees.

By blurring the lines between family and work, it can lead to unrealistic expectations, causing confusion when such decisions are made, and morale can suffer as a result. There will inevitably come a time when, whether through firing or layoffs, we have to terminate some employees’ employment. If we tell people they’re our family and then we let them go, they will consider us hypocrites — and they’ll be right.

Suggested Watch: Why good leaders make you feel safe?

1. An Overdone Loyalty Doesn’t WorkWhen any of our own family members is in need or requires significant commitment on our part, we rarely have to think twice. At least, that’s the perception among intra-family relationships. Placed into a work setting,loyaltycan get misinterpreted and expectations will go above and beyond to do anything to get the job done. According to Rob Goffee and Gareth Jones’ book, The Character of a Corporation, in family cultures, employees are willing to step in to assist others when the need arises, or even volunteer to “help before they’re asked” in the most selfless manner.

But here is the flip side. Numerous examples and research show that overly loyal people are more likely to act asslavesand sometimes they participate inunethical actsto keep their jobs and are also more likely tobe exploitedby their employers. These could manifest as being asked to work unreasonable hours or on projects or assignments unrelated to their roles, orkeeping things under wrapsbecause it is in the company’s best interest. We’re all in this together, so we’ve to play our part.

1. Personal & Professional Lines Shouldn’t BlurWe must understand that “family” means different things to different people. Not everyone wants to connect with their coworkers on a deeper and personal level, let alone create a dependency to the organization. In a professional context, an employee will want to reserve private details of their personal lives outside of work. But when we try and make our workplace as a “family,” these types of conversations can be fair game, as the goal of the organisation is to encourage socialisation for the benefit of the whole.

On the other hand, according to a research, when an organisation uses the family metaphor in businesses, it creates a positive, motivating and morale-boosting culture, where colleagues are not seen as colleagues any more, but as brothers or sisters, moms and dads, uncles and aunts. While it can reduce conflicts and disagreements within the organisation, a fear of causing a strain in the relationship with their superiors (who are now seen as fathers or mothers) could leave employees feeling like they must share any information that is being asked of them, which, in principle, intrudes our private domain.

Wrap Up — What Companies Need to Do Instead?When fostering a healthy, supportive culture, let’s avoid promoting a “family” mentality and focus on putting in place actions and structures that bring value to and support our employees. E.g. think of our organization as a sports team or a tribe instead. In doing so, you retain a culture of empathy, collectiveness, belonging, and shared values and goals, while outlining a performance-driven culture that respects the transactional nature of this relationship. To promote a more balanced culture:

1. Define Expectations At The Outset

Let’s be upfront and clarify expectations. Employees are paid and are expected to do a good job. However, the sense of comfort, humility and empathy must always stay there. When building teams and onboarding new employees, make sure to disassociate the jargon of “family” from conversations around high performance and purpose. Let your employees know what is expected of them to succeed at work and that there is a clear line between work and their personal lives.

Researchsuggestsdefining purpose can lead to a heightened sense of loyalty and stronger employee engagement, especially when the company’s overlaps with the employee’s purpose. Clearly define and communicate the purpose: What are you trying to achieve? What is your employee’s role in helping you get there? A shared purpose can get everyone rowing in the same direction.

1. Set Clear Boundaries

The grayer the policy, the more opportunities for misunderstanding. Make sure employees understand what’s expected of them when it comes to work hours and what lies beyond standard work hours. Support your employee’s endeavors and let them know that vacation is not only encouraged but expected. Share team calendars where everyone lists out their paid time off (PTO) and ideas for new vacations.

If employees start to feel overwhelmed and can no longer manage performance expectations, make it clear what options are available to find support and get back on track. Can they take time off? Can team members pitch in to make their workload more manageable? Can priorities be reshuffled?

1. Mutually Acceptance of Work Relationship

We have to be realistic about the relationships employees build with their employers and remember that it is transactional. Most people won’t stay in the same company for their entire career and that’s completely okay. As organisations grow, so do the roles and every organisation can be outgrown by its employees if there aren’t enough opportunities for the employee to grow or if the organisation doesn’t need the employees’ skills or experiences anymore.

Be candid about setting this expectation as early as the onboarding. If an employee has decided to leave, don’t take offence about them not wanting to work at our orgs any longer. Acknowledge their contribution and help them exit respectfully. If we don’t need their skill’s anymore, ask how we can help them find a more suitable position within or outside the company.

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"Arrogance is actually having excessive pride over one’s or a particular group’s accomplishment to an extent wherein we believe that our abilities are superior compared to others and that success would have come sooner if we had done it alone." ...

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Hey, there! AmyK here.Could you use a lil’ more trust amongst your leadership team?

I get it. I really do.

Trust is often poorly defined which means it can be hard to genuinely create. Yet, there are several behaviors that result when you absolutely got it. Watch this quick video on how a leadership team with elevated trust plays full out and yields unprecedented growth.

From my heart to yours – hugs!

AmyK

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The entrepreneurial journey is one of constant growth and evolution. As your business succeeds and demands increase, an important milestone is recognizing when the time is right to expand beyond working from home. Expanding into dedicated office space signifies your business’s growing viability and reflects well on your brand. Here are signs it may be […]

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Solving issues in group dynamics takes courage to lift the lid and start talking and sharing more deeply.

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Around six out of 10 businesses have moved their work to the cloud, and experts only expect this trend to continue in the next few years. Of the organizations that used the cloud, 90% made use of a multi-cloud strategy that included Amazon AWS and other service providers. Even if you only look at it […]

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Sharing your business vision with others is crucial for building a strong network, attracting potential customers, and aligning your team members toward a common goal. If you make and sell California wine, for example, effective communication of your business vision creates clarity, enthusiasm, and a sense of purpose. In this article, we will explore some […]

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"Ask, inquire, be curious, and don't stop at the surface. Many times whoever has the problem also has the solution: listening to what he says because will often it be a source of improvement, in solving the problem as well." ...

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Neurodiversity and innovation often go hand in hand, but does that mean visionary entrepreneurs get a free pass to say and do anything they want? Bonobos founder and mental health advocate Andy Dunn shares his experience navigating bipolar I in the midst of running a successful startup, offering lessons learned on his journey to wellness and steps to create a future where everyone is able to “dream crazy dreams” — while being held accountable.

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Around the world, people who work hard are often seen as morally good — even if they produce little to no results. Social psychologist Azim Shariff analyzes the roots of this belief and suggests a shift towards a more meaningful way to think about effort, rather than admiring work for work’s sake.

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What do the fear of failing, the fear of making mistakes, and the fear of being criticised have in common? It feels to us that the world will end, and there won’t be any life after, so we stay stuck in our comfort zone and miss opportunities for growth and learning.

Chances are that we will fail, be criticised, and make mistakes; it would be ignorant to think that we will not experience any of these situations in life or that somehow we can prevent them from happening.

In this episode, we explore the fear of failure and questions like; what if it was OK to fail and make mistakes? What if it didn’t mean that life will end, and what if it is just another step in our experience as a human and another step in our personal and professional growth?

Peter also shares one of his significant failures during an important performance at a music showcase and how it became a valuable learning experience and sparked more opportunities in the future.

The name of the four-member band Peter played with was MASS. Tune in to hear the whole story.

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Like millions of others globally, I watched with fascination, the sensational and striking spectacle of the ceremony, significant symbolism, spectacular artifacts, and rituals at the recent King of England’s majestic coronation. At the same time, I allowed my mind to wander and wondered how this visually stunning and unrivaled British ceremony would impact the nations and realms’ culture and leadership, today and in the future, wondering if, indeed, it is at a cultural tipping point.

Where it is believed, by some, that the coronation made “two statements of great importance for today’s world about the place of religion in public life and the importance and meaning of the nation”. Acknowledging that such a monumental and marvellous event is indicative of a cultural tipping point, not only for the people it embraces but also for organisations, nations, and realms as a whole, to search for what is meaningful and valued by its people.

Making the connectionMy mind wandered and made some obvious connections between the core and common elements that embody both organisational, and national cultural realms – the values, beliefs, assumptions, and mindsets that drive key behaviours and deliver the common implicit messages. As well as the disciplined systems and processes that deliver the results, the rituals that are enacted, and finally, the artifacts whose symbols represent what the culture values.

Maintaining relevance and engagementLike the monarchy, what do organisations need to do to maintain relevance and engagement to thrive in unstable and uncertain times, especially when their existence and legacies are being questioned and evaluated by the people they serve?

At a pivotal time when new sets of global, societal, and organisational demands are being made, largely as a result of the fourth industrial revolution, encompassing the convergence of exponential technologies impacting all of us globally. At the same time, we are all still affected by the consequences of the global pandemic-induced lockdowns, impacting every fabric of our social and civic structures in our world today.

A case study for leveraging cultural tipping points differentlyThe coronation of King Charles III provides us with a great case study of an outstanding and remarkable display of English cultural attributes. This enables us to ask some serious questions about how national and organisational cultures and leadership in times of exponential change, like today, might thrive with uncertainty and co-create solutions to some of the most complex global challenges, by leveraging the range of cultural tipping points differently.

A range of cultural tipping pointsWe are in effect, experiencing globally a range of cultural tipping points:

1. At the macro level, according to a recent article here in Australia, where King Charles still resides as our head of state, the local SMH states that this realm is in a state of flux:

“The King is head of state in 15 countries. More than half of the so-called “realm states” are in the Caribbean and most of them are bailing out. Barbados two years ago, Jamaica probably next year. Belize, Grenada, Saint Vincent and the Grenadines are planning their exit as well”.

1. At the micro level, according to Mc Kinsey & Co, in a recent article “New Leadership for a new era of thriving organisations” stated that organisations and leadership are also in a state of flux:

“Organizations such as Allianz, Haier, Microsoft, and Nucor are transforming their industries with a new organizational approach that seeks to be open, fluid, and adaptable; unleashes the collective energy, passion, and capabilities of its people; reimagines strategy; and focuses on delivering greater value to all stakeholders”.

“Their cultures support a more open, collaborative, and emergent way of working. And the shift to this new kind of model changes the way businesspeople must lead”.

Going back to culture and leadership fundamentalsBecause culture and leadership are, according to Edgar H. Schein “two sides of the same coin and cannot understand one without the other” we have to be in charge and focussed to intentionally, constructively, and creatively manage their interdependence. He also states that culture matters because it is a “powerful, tacit and often unconscious set of forces that determine both our individual and collective behaviours, ways of perceiving, thought patterns, and values”.

If we do not intentionally and strategically take charge, focus, and leverage these forces, we will simply always be at the effect of them, as they take us down the path of least resistance, remain implicit, and will not deliver the results we want and need in a disruptive world.

Making the coronation linksMy mind wandered and considered what might be the range of core values at play on the weekend and landed on a range of seldom-used words including – power, sovereignty, continuity, divinity, tradition, wealth, accession, diversity, responsibility, pride, and loyalty, supported by the key values of Christianity and a belief in divine right and the crucial role of righteousness.

The ceremony was jam-packed full of amazing seldom-seen rituals, including public prayer, polite bows, serious vows, anointment, and elaborate crowning, to name just a few.

The variety and assortment of symbols were mesmerising, including priceless golden carriages, bejewelled coronation swords, golden scepters, the solo glove and silver spoon, beautifully crafted and jewelled orbs and elaborate crowns. Plus a selection of artifacts included religious items and a variety of civic and military seriously gold braided red, black and white regalia.

Delivered by a set of carefully planned processes and an orchestrated set of scheduled events, including flybys, a range of powerful military processions and parades, serious police presence and awesome security all enacted with mighty precision.

Sharing the key messagesMy mind then wandered and considered what might be the key messages being communicated by this incredible series of marvellous events, and wondered how relevant and engaging they might be to people today:

• A coronation signals the conferment of God’s grace upon a ruler,
• A coronation appoints the king as the Supreme Governor of the Church of England,
• A coronation is a joyous and celebratory event.

Back to the SMH “The people got what they wanted. The cheers in the Mall, the boulevard built for the adoration of royalty, were real, even if the masses were down on those for the Queen’s Jubilee.”

Impacting the futureIt remains to be seen if this powerful, majestic, memorable, and significant once-in-a-lifetime ceremonial event will ultimately help unify or divide the English realm. Which it seems, is facing its own range of unique challenges and a controversial cultural tipping point, ultimately and seriously impacting its future viability.

Back to the SMH “But Charles’s big show might be his last great day. The last dance of a wheeling, brilliant circus that has entertained and beguiled but which soon enough, in its distant realms, will stutter and shrink and reel no more.”

Why does this matter?This matters today because we are individually, and collectively at a range of social, civic, and organisational cultural tipping points. Where we organisation and leaders are also dancing many of our “last dances”, and “stutter and shrink and reel nor more” because, according to some, we are not strategically focussed on leveraging the culture and leadership basics:

• Implicitly clarifying values that focus on delivering value that improves the quality of people’s lives that they appreciate and cherish and explicitly making them an active part of corporate life.
• Ensuring that leaders role model and enact behaviours that demonstrate the values in action, where people are accountable and rewarded by rigorous systems and supportive disciplined, and agile processes.
• Co-creating powerful sets of rituals, symbols, and artifacts, aligned to the values, that deliver the “new architectures” to create permission, safety, and trust that drive collaboration, experimentation, innovation, inclusion, and sustainability.
• Communicating engaging and inclusive messages that resonate creativity, respect, and appreciation for people, profit, and the planet.

Shifting the cultural tipping pointsIt’s time to transform leadership to transform organisations, in ways that are self-aware and inspiring, meaningful and purposeful, equitable and sustainable, with increasing speed, resilience, and efficiency to guide organisational cultures and leadership that:

• Helps people navigate and balance in-person and remote work, be mentally healthy and well, and make the way for both applied AI and human skills development.
• Develops new rules for attracting and retaining people, close the capability chasm and walk the talent tightropes to better equip, empower and harness people’s harness collective intelligence to make both the organisation and the world better places.
• Creates, invents, and innovates new ways of thinking, and acting that ultimately shift the range of cultural tipping points to meet new sets of global, societal, and organisational demands and challenges emerging in the 21st century, and lets go of what is no longer relevant to better serve humanity as a whole.

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I‘m a big believer in setting goals. My mentor taught me this skill at the early age of 12. Goals give us a sense of direction and purpose and help us stay motivated. I use the SMART framework to set my goals as Specific, Measurable, Achievable, Relevant, and Time-bound.

Specific: Goals should be clear, well-defined, and unambiguous. Instead of setting a vague goal like ” improve my career,” a specific goal would be “earn a promotion to a managerial position within my current department.”

Measurable: Goals should have quantifiable criteria that allow us to track progress and determine when they have been achieved. For example, if the goal is to increase sales, a measurable goal is to “ increase monthly sales by 10% within the next quarter.

Achievable: Goals should be realistic and attainable. While it’s essential to aim high, setting goals far beyond our capabilities can lead to frustration and demotivation. An achievable goal might be “complete a marathon within the next year” if you have been consistently running and training for shorter distances.

Relevant: Goals should be aligned with our broader objectives and aspirations. They should be relevant to our values, priorities, and long-term vision. For instance, if your long-term goal is to become a published author, an appropriate goal is to “ complete the first draft of my novel within the next six months.

Time-bound: Goals should have a specific timeframe or deadline for completion. This helps create a sense of urgency and provides a timeline for tracking progress. For example, a time-bound goal could be ” attend three professional development workshops within the next six months.”

I’ve found that using the SMART framework to set my goals has helped me achieve more personally and professionally. I am more likely to stay motivated and on track when I set specific, measurable, achievable, relevant, and time-bound goals. I also find tracking my progress and celebrating my accomplishments easier when my goals are SMART.

My Personal Mission, Vision, and GoalsEveryone has a unique purpose in life. My goal [particular purpose] is to use my knowledge and skills to help others. I want to positively impact my sphere of influence and leave it a better place than I found.

I have developed a personal mission statement and vision to achieve my purpose. My mission statement is:

To use my knowledge and skills to help others and positively impact the world.

My vision is:

To create a world where everyone has the opportunity to reach their full potential.

I have also set SMART goals to help me achieve my mission and vision. My goals are:

• Volunteer my time. This allows me to give back to my community and make a difference in the lives of others.
• Write and publish my second book. This will allow me to share my knowledge and experience with others and help them more meaningfully.
• Start a podcast. This will allow me to share my knowledge and skills with others and inspire them to achieve their goals.

I am confident that I can achieve my mission and vision by setting SMART goals and working hard to achieve them. I am excited to see the future and grateful for the opportunity to make a difference.

I encourage you to develop your mission, vision, and goals.

It is a powerful way to focus your energy and achieve your dreams.

If you want to achieve more, I encourage you to use the SMART framework to set your goals. It’s a simple but effective way to set yourself up for success.

SMART goals are more likely to help you stay motivated and on track. You are also more likely to achieve your goals because they are realistic and achievable.

Here are a few tips for using the SMART framework to set your goals:

• Make them specific. What exactly do you want to achieve?
• Make them measurable. How will you know when you have reached your goal?
• Make them achievable. Are you setting yourself up for success?
• Please make them relevant. Are your goals aligned with your values and priorities?
• Make them time-bound. When do you want to achieve your goal?

By applying the SMART framework and these tips, you will be well on your way to setting and achieving your goals.

Enjoy your journey!

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Can you sense the pull toward more and more group work? The word collaboration is used frequently in organisational life but isn’t well understood or practised in reality…and yet somewhere within us, we know that working across boundaries and overcoming the isolation of long-held silo thinking will be one of the keys to elevating the impact of our work in its many forms.

The silos sit at so many levels – roles, departments, directorates, companies, organisations, institutions, nations and so on. There’s push and pull of getting our own ‘part’ working well and protecting it alongside deep knowing that in fact, true success relies on a higher level of interplay between ‘us’ and ‘others’.

On the global level we are seeing the challenges and the pull of group working in so many aspects of the Pandemic as, in some cases, we seek to work out how we work as a single Humanity rather than with separatist tendencies. Simultaneously we can see the undercurrent and indeed stark evidence of ‘me first’ or ‘protectionist’ behaviour. So too in organisations we can see this play out as we become immersed in our own priorities and agendas – not necessarily fuelled by political or personal gain but because we find it too difficult to lift our heads up and look outward.

Thinking and acting as a ‘group’ demands that we set or can connect to a higher collective purpose or focus. It needs an emotional maturity from everyone as we act from generosity and a higher point of service to the purpose rather than our own egos. That said, we know that in organisations so many of the performance reward mechanisms are geared toward the individual rather than collective performance. This will need to change for us to really harness the power of group working.

A group mindset has within its core a deep sense of unity and oneness…a bringing together of the unique talents and gifts of each entity – person, function, nation – and harnessing these in service of something bigger and which cannot be achieved alone.

This is the future and opening ourselves more deeply to the potential of group working will reveal many new opportunities for making it live. The question is how long will this take us given how pressing the need is now in our world?

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Episode SummaryTony Douglas has made a remarkable career out of dealing with complexity and creating inspired communities of people who are able to work together and deal with that complexity as a unit. From engineers to pilots, customer service people to administrators, all from around the globe, Tony’s brought the best out of diverse teams for some of the world’s most respected organizations. This week, we get his amazing perspective.

Episode NotesLeading Through Complexity, Creating a Community (ft. Tony Douglas). Tony Douglas on managing complexity in high-stakes environments

OPENING QUOTE:“It’s about people. There are no organizations without people. Simple as that.”

-Tony Douglas

GUEST BIO:Tony Douglas is CEO of Etihad Aviation Group with over 30 years of international leadership experience in aerospace, transportation, infrastructure, and government sectors. He joined Etihad in 2018, after being the CEO of the UK’s Ministry of Defense Procurement Arm, supplying all the services and equipment for the British Armed Forces valued at over $20 billion pounds a year. Tony has previously held senior leadership positions in the UAE, such as CEO of Abu Dhabi Ports, and in UK, his roles included the Managing Director of the Heathrow Terminal Five Construction Project, CEO of Heathrow Airport, and COO and Group Chief Executive Designate of Laing O’Rourke, a massive global construction company.

CORE TOPICS + DETAILS:[10:53] – We All Have a Part to Play

Junior, senior, everybody in-between

While managing production lines of 4,000 or more people, all heavily unionized, Tony quickly learned that engaging with their community would send productivity through the roof— and failing to engage would be catastrophic. “We’ve all got a part to play,” he says. “Some parts are bigger than others, but unless they all play together, you’ll never get the potential that is clearly there.”

[26:06] – Embracing Diversity from the Ground Up

The difference between success and failure

In his role at Etihad, Tony works with people of 112 different nationalities and an average age of just over 30. He’s learned that diversity must become something that you embrace without a second thought, or you and your teams will fail. Tony even speaks to finding joy in the complexity of navigating diversity, knowing that it ultimately leads to more diverse perspectives and greater success.

[37:47] – Clarity of Purpose in an Organization

Translate what’s required and deliver it

Tony speaks to the importance of clarity and purpose at an organization from the top down. When that clarity is present, everyone within the organization can interpret it and deliver results built around an organization’s purpose.

[48:36] – The Power of Ramesh

Being brand ambassadors— and recognizing great ambassadors for your brand

Tony shares a story of an Australian family who stops at the same hotel in Abu Dhabi every time they have a stopover there en route to the UK. Why? Their children have connected so much with an excellent hotel employee named Mr. Ramesh. But the hotel managers not only had no idea what an impact Mr. Ramesh has had for their brand, but didn’t even know who he was.

Imagine if management had realized the power that Ramesh was having for their brand and capitalized on it, instead of being unaware of his impact?

RESOURCES:* [0:47] About Etihad Aviation Group * [28:14] About Jack Jarvis

Follow Tony Douglas

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Please stop for a moment to consider your deepest desire before paying attention to our blog question, ‘What do clients truthfully want?’ Most people want to believe that their thoughts matter and desire acceptance in social and business settings. Most people relent that their ideas are not understood, others ridicule them, and often they feel very much alone to wonder if their effort is worthwhile. And then the idea of quitting comes to mind, although it isn’t their heartfelt desire deep down.

NOTE: Treat your prospects and clientele as humans.

My StoryWhether we encounter people personally or professionally, we each want to feel a warm welcome and a sense of appreciation as we communicate our thoughts. Similarly, clients quickly evade attempts by salespeople who only have the sale in mind, not the person or the company in front of them.

Take the ChallengeThe best first step for most is to imagine being the client as an impostor mirrors your behaviors. Observe the impostor’s behaviors and patterns as they speak to you about the fantastic products and services they expect you to purchase.

The burning question becomes, would you purchase or quickly ask the impostor to leave the premises and never return? In all seriousness, it is a burning question because if the clients do not desire our return, we burn a hole in our potential income and potentially run the risk of the job and career. It’s a serious matter as during my sales career, I witnessed a hefty ongoing turnover at all companies I worked for. Seeing their egos at the sales office confirmed that their nonstop talking took over on sales calls.

Embrace Q, L, C: Question, Listen, ClarifyGaining a sound footing with a new prospect, it is best, to begin with questions to encourage the other person to start talking and gradually open up. For starters, inquire why they made time to see you and what caught their interest.

Although people are unique, commonalities among many appear as to what caught one person’s interest. Listening to answers is essential for building one’s sales repertoire. Not only will you soon realize the valid interest points, but it also opens doors wide for upper management. By sharing attention-getting insights in team meetings, the company’s executives will realize better strategies for advertisements and marketing.

As people speak, questions generally arise. Most people are embarrassed to either say they need help understanding or are too busy to make the sale. Either way, they miss opportunities for further business growth. The idea of asking for clarification demonstrates that you are honest and will likely be accommodating upon working together. Taking it one step further, sometimes an answer is cloudy or will raise more uncertainty. It is best to ask all related questions until no more come to mind.

The QLC routine signifies the following:– Humility is within you, and potentially integrity, too.

– You stand out from the competition and could be a friendly easy-to-work-with provider.

– You care about delivering your best.

Your Story: What Do Clients Truthfully Want?An excellent habit is to review our best and worst experiences to compare the results. Of the better experiences, recall similarities in approach, conversation, and each outcome to know what to continue doing and potentially maximize. Underlying the effort is to realize which habits are distracting to discard. Upon making it a routine practice, efficiencies will encompass the overall strategy for more robust results. You will answer, ‘What do clients truthfully want?’

Toward the end of a sales career, you can pass the knowledge in action on to younger people via your products and services. The community spirit will enable you to accomplish more than you thought early in your career to find fulfillment in a satisfying journey.

In Conclusion: What Do Clients Truthfully Want?Prospective clients seek out amicable relationships whereby they are comfortable trusting the representative. Even better, they look forward to future meetings that include tasteful laughter. The professionally friendly style of doing business relaxes almost everyone. Better yet, the process turns into a returning and referring clientele known as The Smooth Sale!

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The universal law of polarity suggests that the strong and weak are in need of each other. However, some strong people allude to themselves that they have no need for the weak. They go against the universal law and lose.

One great example from nature is people in Africa and Asia storing millet in their houses. Termites tend to spoil these nutrient-rich grains leaving many people in short supply of their main food.

To overcome termite colonies people in Cameroon found that some ants called the driver ants are able to outsmart termites and eat them. These ants work together as a team. The strength of these ants stems from their coordinated strategy to become strong by working as many in one.

The video below is an example of the fight between termites and driver ants

Humans could not find a better way to battle the termites and eradicate them. Ants do. The false pride of some people finds it hard to accept learning from ants. Well, and then do what the ants can do.

This relates in part to humans playing down small things such as small insects and small problems. They forget that what is small today might become big tomorrow.

Ants think of today and the future. Many termite-eating ants do not eat all the termites and leave some alive to reproduce and keep the food supply available for the ants.

I read some time ago about whales in a restricted lake that whales do not eat all the fish so that the fish may reproduce and the whales may keep their main source of food supply.

The strength is in admitting our weakness. I read on Pininterest this wise quote

To be strong is to understand weakness. To be weak is to have fears. To have fears is to have something precious to you. To have something precious to you is to be strong.

Are not ants and whales doing this? They do. Because of their fear to run short of food supplies, they keep some of their termite and fish respectively alive because they are precious to them. They live the now but without forgetting the future.

You are not strong unless you admit your weaknesses. False pride is a recipe for losing whatever strength you have.

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When you need to stand out to customers, giving the right kind of corporate gifting that even matches your brand archetype provides for an unforgettable experience. Learn more on how to pair the gift to match your brand in the infographic below:

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If you partake or want to partake in interviews, one of the first things you may encounter is the fear of going on-camera. Why? Watch the Video I Made for You to Get My Reasons.

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Day 379. Learning French on Duolingo and LingQIf you’re learning another language, I’d love to hear which language(s) you’re learning, how long you have been going, and if you’re using any apps. Go ahead and leave a comment if you feel like sharing.

Why French, and why Duolingo & LingQ?I picked French for the pure fun of it. I love the sound of it but to be honest, it’s a case of “unfinished business” for me. I thought I’d “pick up” some French when I studied languages in Saarbruecken, at walking distance from the French border, back in the early nineties. Turns out, my professor was right when she said we wouldn’t have time to “pick up” a third language while getting a translator’s degree in two.

But now it’s the perfect “guinea pig” for my language acquisition experiment.

So what’s the language acquisition experiment? And how can it possibly help you grow your business?Well, I’m a pattern spotter, and I’ve seen how applying certain language acquisition principles to business building can help you make progress faster and with much greater ease. Let me explain.

I’ve been fascinated with foreign languages since long before I had my first Russian class at age 11 (Russian was the first foreign language taught back in East Germany). What I find most intriguing though is that despite schools and universities applying “proven teaching methods”, plenty of people never achieve fluency in another language, even if they live in a country where the language is spoken. Just like so many people looking to grow their business follow proven methods but don’t get the results they were promised and hoping for.

Something seems to be missing.Then one day, I stumbled across a video titled, “The Difference Between Language Learning and Language Acquisition.” It caught my attention because, in my mind, there was no difference.

There is.

Turns out, there is a different approach that gets better results much fasterLanguage learning is about consciously studying vocabulary and grammar rules. It’s about analyzing, trying to figure out, memorizing, working hard, and passing exams. Chances are, it’s how you’ve been taught whatever language you might have studied. Chances are, it’s the approach you’re taking when it comes to growing your business. The thing is, there is often a sense of information overload, overwhelm, pressure, and stress.

Language acquisition, on the other hand, is about “getting out of the way” so that your brain can naturally, unconsciously, absorb and make sense of the information, and build the new skill effortlessly. It’s like children learn, and research shows that’s how adults learn best as well.

Language acquisition is about Trusting Your Magnificent Mind.

So, how does it work?If you’ve used language learning apps like Duolingo or LingQ, you’ve experienced the principles of language acquisition in action:

1. It must be interesting and relevant – everything is easier when you’re focusing on something you want and/or need
2. It must be fun – nothing feels like work when you look at it as a game or an experiment
3. Get a feel for the whole – immerse yourself in the language, not trying to understand, simply allowing yourself to get a feel for the sounds, melody, and rhythm of it
4. Expose yourself to comprehensible input – it’s about connecting something unknown to something known, not throwing yourself into the deep end and drowning
5. Get a mentor/guide – you make more progress faster when you have a guide – just like a parent guides a child learning to speak – someone who has your best interest at heart, who walks at your pace and stretches you gently so you can expand
6. Take tiny steps without stopping – “When it feels hard, you’re skipping steps,” I tell clients all the time. Doing a little bit every day gets you moving farther faster than trying to get a whole lot squeezed into a day
7. Focus on the “basic pieces” first. Once they are second nature, you’ll naturally start differentiating, appreciating, and understanding more subtle details
8. Progress, not perfection – Mistakes don’t matter, in fact, they are needed. They offer invaluable information that helps you decide on your next move
9. It’s not a race – no matter how many “Learn Spanish in 30 Days” books you buy, developing mastery takes some time. And there is nothing wrong with that
10. Trust the process. Know that you’re getting better every day even if you’re not aware of it
11. Keep going. No failure is a failure unless it’s your last move. “Everything works out in the end. If it hasn’t worked out yet, then it’s not the end,” Tracy McMillan says. I have nothing to add.

The first language I learned this way was Spanish over 20 years ago. After 9 months of study (just a few evenings a week, after work) I felt more comfortable and confident speaking Spanish than I felt after 6 years of full-time university study to become a translator for English.

These days, apps like Duolingo or LingQ make the Trust Your Magnificent Mind approach accessible to anyone. Just watch out, you might get addicted

What if you applied the same principles to growing your business?Imagine approaching all learning and creation, including for your business, as a series of experiments, fuelled by curiosity, without unnecessary pressure and distorted expectations, without worry about getting it right, being good enough, or reaching goals faster…

From my own experience, and from working with clients, I know that when you operate this way, what drops away is doubt, overthinking, fear, worry, indecision, procrastination, and overwhelm. What you’re invariably left with is what creatives know and love as FLOW: Effortless focus, a limitless fountain of creativity, feeling relaxed and joyful, and astonishing levels of productivity.

How would that show up in your business?“For the first time in ages, I’ve been sleeping for 8 hours in one piece. I feel so relaxed and inspired. I don’t get caught up in other people’s little dramas, I get things done so much faster and frankly, the quality of my work has improved noticeably,” my client Vanessa shared after 2 weeks in “the experiment.”

The thing is, I’ve invited, well .. challenged .. quite a few people to give this approach a try, even if it’s just for a few days to start. It feels unnatural and scary for most.

“But my business is important to me. I need to get stuff done and reach my goal. I can’t just go with the flow and treat it as an experiment!”

Well, if the way you build your business works for you, great. Don’t fix what isn’t broken.

But if it feels like hard work, harder than you thought it would, if it requires rigid rules, rituals, and discipline to whip you through your never-ending to-do list, if you’re exhausted at the end of a week, if it feels like you’re pushing a boulder up a hill, let me plant the seed in your mind that there is an easier way…

If you’re game, try it out.

If you’ve experienced Duolingo or the likes, if you got hooked on playing a little bit each day and looked back sometime later, amazed at how much you’ve learnt without any apparent effort, I invite you to take the Trust Your Magnificent Mind approach into your business. Start with just a day or a weekend and see what happens.

If you can’t imagine at all how that could work, I’m inviting you to sign up for Duolingo, pick any language that sparks your interest and give yourself a week.

Are you up for the experiment?

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Today, more than ever, it is essential to set rules for engagement before accepting any business, especially with a need to promote another. Otherwise, the next step could be to seek legal advice. We want to avoid getting caught up in a scam or helping another with a project that is not as initially projected. Before accepting any offer that may intrigue us, we must research before agreeing to a partnership.

My StoryRoutinely offers to buy a business, promote the work of another entity, or collaborate with new people come to my attention. Most offers are easy to decline as they do not meet my goals and will only eliminate the time necessary for achieving them. In other cases, I either need to gain the knowledge required to succeed with the offer or desire to consider the opportunity. In these cases, it is easy to decline the requests.

My first step is to schedule a conversation to learn more. When someone approaches whose demeanor almost matches mine in an approach, the behavior catches my attention. However, I forewarn the person that I have many questions that require answering.

Upfront, I may be excited about the proposition, but it’s best to begin by gaining insights from those already established in the industry. I lay out the opportunity before me and ask if they know the people and the company they represent. The primary concerns are:

• The business in question aligns with my priorities and goals.
• The company has a solid reputation.
• Our principles for conducting business match those of one another.

Detective Work UpfrontI will thoroughly research a website to gain further insights before speaking with someone about the possibility of partnering. Typically, the About Us page will indicate the team members, insight into their experiences, and what they hold essential overall. Next, I do a Google search to learn more about their work and if the company is legitimate. Should they partner with other firms, I will research those too. Although I may want to participate without hesitation, I know better and proceed to do detective work before making any agreement.

Most importantly, before the conversation, I will ask those I know well and are well-known in the same field as the company in question if they know the business. The people I confer with have a wealth of experience in their expertise. Accordingly, if a company name is unfamiliar, that lessens the enthusiasm. And when another company is in the startup phase, given today’s news, caution sides with the idea to wait until it proves itself successful and familiar before proceeding. I check for agreement on whether that will work for the other party.

Detective Work for SalesDetective work also applies to dealing with prospective clients. The salesperson is responsible for becoming familiar with as many aspects of their work as possible. Upon analyzing a conversation after the fact, I would frequently call my prospect the following day. My opening line was to say, ‘I was thinking about you to realize I have one more question,’ and then ask permission to proceed. My teammates would refer to me as the Columbo detective of sales.

Your Story: Set Rules for EngagementIf you know the feeling of being sorry about an agreement with another that seemed to enter a sinkhole, then you are the first to realize the need to set engagement rules. Values and priorities come first. But next, the research on many levels requires time and thought about whether the necessary effort to make it a success is likely a good decision.

Reviews can be ‘iffy’ depending on whether an opposing reviewer is honest or doesn’t want a competitor as good as the one in question. Therefore, asking those you know in a similar field their thoughts upfront is best. Then research the industry and the competitors of the business making the request. Note the similarities and differences to determine whether you admire the company.

An effective collaborative effort is frequently the differentiator for being successful. On the other hand, not being selective can lead to a downhill slope, only to regret ever saying yes. Consider the suggestions above to realize where you may improve your approach the next time an exciting offer comes. The point is to ensure it’s exciting and will prove successful.

In Conclusion: Set Rules for EngagementToday, more than ever, it is essential to set rules for engagement before accepting any business, especially with a need to promote another. Otherwise, the next step could be to seek legal advice. We want to avoid getting caught up in a scam or helping another with a project that is not as initially projected. Before accepting any offer that may intrigue us, we must research before agreeing to a partnership.

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I am pleased to present a new blog in a series of interviews with companies introducing interesting and disruptive emerging technologies that impact the new era of Industry 4.0. Today we explore product innovations in securing communications, the supply chain, and ensuring personal safety, with Monte Brown, Founder, and CEO of The Rapier Technology Group

Hi Monte, can you describe the mission and capabilities of the Rapier Technology Group?Monte: Yes, I would be happy to do so. Our mission is securing things we care about by enhancing product/data security, safety, and authentication for businesses, governments, and individuals. The Rapier Technology Group (RTG) has developed a full suite of cutting-edge technologies for supply chain security, secured communications, and product authentication across multiple sectors.

RTG offers specialized security products for the government mission and has a global commercial division with products tailored for industry. Unfortunately, data breaches and counterfeiting are on the rise in every industry and causing damaging results. The existing strategies to mitigate threats are intensive and require additional infrastructure or highly specialized solutions to solve the problem. And physical and digital vulnerabilities exist despite the best efforts and innovations in cybersecurity.

RTG seeks to fill such voids in the cybersecurity ecosystem by creating products that are disruptive by design, and easy to deploy and use. Our goal has been to develop simplicity in systems and security to allow cost-effective solutions that resolve today’s complex problems. Solutions do not always need to be so complex that we are unable to manage them.

Also, RTG is not just about delivering new and better technologies. A cornerstone of Rapier’s success has been and will continue to be the high degree of professionalism and integrity demonstrated every day by our employees throughout the company. As we grow in numbers and in the variety of clients and locales that we serve, it is important that we provide clear guidelines regarding how we should approach important issues and decisions that may arise as we strive to provide the best service to our clients and the best work environment for our employees

What is RTG’s unique stenographic communications platform and how does it enable security?Monte: RTG’s product Ricochet is a file security and communications platform with a user-friendly interface and unparalleled security. Our proprietary pseudo-steganographic technique ensures sensitive data, messages, and files are imperceptibly hidden within innocuous carrier images and can be stored, transmitted, and accessed securely and reliably only by those authorized to do so. This approach has been tested against industry-standard analysis and attack methods, and reliably ensures hidden data is not statistically detectable and robust to brute force attack. A tiered access system ensures security at the individual and organizational levels and incorporates the ability to set time frames in which data is accessible. Finally, the Ricochet platform can be used on all common operating systems (Windows, MacOS, Android and iOS) and has compatibility across any file type.

Conventional means of communication, such as text messaging, can provide actionable intelligence to bad actors, and eavesdropping third parties. For example, in early March 2022, Russian intelligence was able to determine the location of a small cell of mercenaries based on their phone numbers and text metadata; once discovered, the suspected mercenary base was bombarded, leading to the deaths of 35 people. By contrast, users of the Ricochet platform could easily utilize less traceable forms of communication, such as emails sent through a VPN/Tor network or virtual dead drops via social media. Alternate forms of communication such as these are inherently more private, less suspicious, and can be carried out without the identifying information associated with cellular service/SIM cards

The Ricochet communication platform allows for secured file access and covert communications over normal communication channels, such as SMS, Facebook, email, etc. Using a proprietary asymmetric steganographic technique, hidden data, messages and files are imperceptibly embedded within innocuous carrier media and can be stored, transmitted and accessed securely and reliably. This process can be used on any common operating system (Windows, Mac, Android, and iOS), and has broad compatibility across any file type. Our steganographic algorithm takes the strengths of several more common approaches, then utilizes them in such a way that hidden data is no longer statistically detectable and is no longer susceptible to brute force attack. A tiered access system also ensures security at the individual and organizational levels, all the while adding the ability to set timeframes in which data is accessible.

Supply chains are highly dynamic and transit geographic spaces that exceed most organizations’ capacities for maintaining persistent monitoring and threat identification and pose a continual cybersecurity risk. What is Rapier’s approach to securing supply chains?Monte: We have an amazing product called TAKEOFF that provides supply chain resilience through vetting, analytics, and persistent monitoring.

Because we have experience performing the SCRM mission in commercial and government organizations, we know that organizations can predict threats and mitigate vulnerabilities when they perform accurate and timely analysis of millions of data sources and records. For every part of an organization’s echelon—from the tactical to the strategic—we offer a SaaS-based, big data analytics platform for supply chain missions that enables clients to better track items moving within the supply chain, identify and assess vulnerabilities and threats, and provide insightful trend analysis. Our product enables clients to track commodities as they move through supply chains, while also using AI-enabled big data analytics tools to derive insights into companies, threats, vulnerabilities, processes, economic, social, and geopolitical trends, and more

TAKEOFF is the one-stop shop for meaningful data analysis and monitoring of shipped commodities. Going beyond mainstream technologies that only provide clients with insights into cargo manifests or business relationships, TAKEOFF performs two critical functions—persistent monitoring and predictive trend analysis and big data threat sensing. We integrate authentication and tracking sensors within complex, global supply chains, providing persistent awareness and security of sensitive commodities as they move from distributor to storage to delivery to installation. TAKEOFF comes with tailorable dashboards and visualizations, huge data sources and insights, AI/ML-driven analytics of billions of digital records, and supply chain verification and authentication sensors. The product is open architecture and common ontology easily integrates with other data and client network configurations. Blockchain, access controls, and DOD cyber security standards are employed to protect data and ensure need-to-know.

The capability of our system to prevent unauthorized access to files poses the possibility of securing supply chain records. By making file access, modification, and viewing restricted to only authorized personnel, supply chain records can be made fully confidential, and unhackable. RTG’s cloud-based track-and-trace platform is designed for manufacturers and supply chain operators with real-time visibility and product information from raw materials, to production floor, to warehouse, to retailers, to end user. The platform improves supply chain collaboration, security and visibility by enabling users to track the WHAT the item is, WHO last handled the item, WHEN the item was handled, WHERE it has been and is currently, and other customizable information as defined by each client.

TAKEOFF could be used for: Financial Industry (PII Protection), Security Industry (Chain of Custody), Medical & Pharma Industry (PII Protection), Music Industry (Authentication)

Voter Fraud (Authentication), and Movie & Entertainment Industry (Authentication)

In summary, TAKEOFF enables clients to track commodities as they move through supply chains, while also using AI-enabled big data analytics tools to derive insights into companies, threats, vulnerabilities, processes, economic, social, and geopolitical trends, and more.

What other products are available from RTG?Monte: A horrific problem around the world is human trafficking, It is now the second fastest-growing crime globally and is a $150 billion business, factoring in sex and labor trafficking alone. A new product of RTG is our EVER24 smartphone application that acts as an instant detection, and emergency alert service (IDEAS) in the event of kidnapping/abduction or any other threat to personal safety. This application utilizes a smartphone’s LTE cellular connectivity, Bluetooth, speaker, microphone, accelerometers, and GPS to offer a full-featured suite of tools to assist in any emergency situation (i.e. medical emergencies, violent crime, fire, human trafficking, active shooter scenarios, and other traumatic events) at the moment it occurs. Currently, in the event of emergencies, there are limited options available to communicate on smartphones with loved ones and to receive assistance. Given the capabilities of modern-day smartphones, this lack of functionality is completely solvable with EVER24.

Emergency contacts with the application installed can work synergistically, regularly pinging the other devices in a one-way communication with their location and any panic signals. Connected smartphones can also send alerts to others’ devices and communicate with a cloud server to track panic signals. Emergency services call centers (PSAPs) can also be contacted with intuitive and customizable text-to-speech conference calling, enduring direct contact with users while automatically transmitting crucial, context-specific information.

In summary, EVER24 is a specialized application to enable personal safety. It is seamless, discreet, and can provide integrated tracking and reporting of users in distress with instant connection and communication to people who can help!

I really like your approaches using fusion of various technologies to address immediate gaps in cybersecurity and address real-world problems. Do you have other interesting projects in your research & development pipeline?Monte: Yes, we are working closely with the Universities computational centers and top researchers from around the world. We have already developed and tested a digital system to create, deliver, and manage tax stamps for taxed goods. The full platform will track compliance, revenue, and with various access levels, allow regulators more oversight without requiring on-site visits to stores and distributors. We have active research in addressing issues with detecting attacks via sensors on OT and IT platforms and are building a sensor biometrics platform that is a secure, unclonable sensor monitoring system to VALIDATE INTEGRITY of sensor outputs and AUTHENTICATE IDENTITY of a sensor without modification of the sensor or manufacturing processes. And RTG even has its own 3-D printing studio. Please stay tuned!

Where can someone find more information on RTG?For more information on the Rapier Technology Group, please contact: jpierce@rapiertechgroup.com

Thanks, Monte for a very informative interview!

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Is Franchising Always A Good Option?By and large, franchising a business is a surefire way to boost your growth and meet the potential of what that first, singular concept can achieve. As well as this, the risk of failure is often dramatically reduced, as your business is based on a proven idea, and you will be able to see just how successful other franchises have been before you get into the process.

But, having said this, franchising isn’t always the best option. If you are running a successful business and you are thinking of reaching out and finding a franchiser to give you support, then you need to think hard about the context of the market that you’re about to step into and how it might affect your business in the long run.

Franchising As A B2B CompanyIf you are running a B2B company, for example, then you have likely put a lot of work into marketing to existing customers and ensuring that customer loyalty is at the top of your priority list. Oftentimes, this is achieved through a strong loyalty programme, giving the customer incentives to remain loyal and stick with your company over the competitors – visit www.incentivesmart.com for more information on this.

But if you have taken the time to set up this loyalty programme, then how might franchising affect it? Similarly, is it possible to give those existing customers the same incentives and rewards if you are branching out into a franchise system? If not, then you will have to be aware that some customers may feel disenfranchised by the change in your company and switch to a competitor who offers something different, despite the effort you have put into keeping them.

Valuing CreativityIt’s also important to remember that, as part of a franchise, you are going to have to adhere to franchise laws in the UK, as well as rules and regulations. This means that, although you are still the owner of the franchise itself, your creativity and independence of a company might become more limited. Or, at least, it might not have the same room to fly as when your business was entirely self-serving.

This also has a lot to do with the costs that are attributed to creating a franchise. In the beginning, all the initial investments and finances can be very expensive, which means a good portion of your efforts will be going into marketing costs, recruitment costs, service fees, pay management fees, royalties – the list goes on and on. In this way, it is easy to see why innovation and creativity can be put on the back burner in order to focus more on the finances and how they are managed in those first few years.

Franchising As An OptionWith this being said, the advantages of franchising do tend to outweigh the disadvantages – especially if you are still developing as a new, small business. So much of franchising potential comes from the fact that all of the core factors – customers, brand awareness, established target market – already exist, meaning it takes less time to generate big profits. But it’s always important to look at both sides and weigh up your own company and how it might work for you before you take that crucial step.

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What if leadership at work wasn’t for a select few, but rather shared among many? Management consultant Gitte Frederiksen gives us the recipe for “distributed leadership” — dynamic, multidimensional networks of leaders that tap into everyone’s knowledge and creativity — and shows how it allows teams to do more and do it better.

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Unless you’re a man who has been living in a cave for the last year, you will be aware of the quantum shift taking place for you in today’s professional world. No such thing as business as usual especially for men.

Balancing a man’s life challenges with positive masculinity and authentic harmony is a must if you are to be successful with women in business and in life …

It’s tough for men, especially top decision men who are often making major adjustments from traditional perspectives to ensure they thrive in these uncertain times.

Men must navigate their usual traditional role and the new emotional integrity that post-pandemic economies demand. The new leadership/life dynamics occurring with DEI and ESG and SNGs and more pressures at home to provide against escalating living costs and teenage children wanting college fees paid!!

As men lead and work in required gender-equal and diverse cultures, many issues arise that they are unused to. Women are asserting themselves in ways that often confuse men. Different generations holding perspectives that clash and many old patterns of hierarchy and gender equity battles are blocking progress to authentic harmony.

Male leaders report that they are more unsure than ever as to how to negotiate their way through the ripple effects of the #metoo movement and pandemic pressures for hybrid working and rising cases of big payouts on sexual harassment legal actions. Even for men advocating for women to move to the top often feel left out in the ‘women empowerment’ movement when battling with those men who refuse to change.

What is the mix of fear, anger, frustration, and confusion that creeps in? This is not an “either-or” situation, it’s “and-and”! Building awareness on natural differences and principles of harmony includes the value of heart-centered leadership.

Go on – it’s ok to own all emotions… and it’s “manly” to overcome them with emotional understanding, business trust, and a culture of respect for all parties.

Can we build a new baseline landscape that shifts awareness for both men and women is the way to engage everyone in a new creative conversation? To achieve this, we propose to empower men to be open-minded to a more flexible, adaptable, collaborative synergistic, harmonious diverse world, and to navigate the MIND-Field of professional and domestic relationships. Men need to be men and still want to be viable competitors as well as colleagues in the challenging game of life and business (and and)!!

Many wise men today want to reassess their masculinity in communication, using greater sensitivity and still retaining authority. It’s increasingly difficult to exert a more masculine-style influence and be sure to be received fairly by both men and women. Now we present a pioneering Gender Dynamics Intelligence (GDI) landscape assessment and communication tool is designed to help men (and women) achieve a meaningful, masculine manner that fluently integrates instinctive emotions, integrity, and logic.

This pioneering approach encompasses positive masculinity and female empowerment into the combined territories of male and female with a 360-degree view of all diversity. This is integral to a new program facilitated by Dr. Pauline Crawford, the creator of the GDI map, an International Speaker, and Author of The Power of Authentic Harmony.

Men – It’s time to eliminate the barriers that bar your way to fulfillment and material success.

Start the journey one-on-one with your most difficult conversation…

Men of the Future … are you ready NOW?

My gratitude to all the men I interviewed during 2018 -pre pandemic- in a world of #metoo movement and quotas of women into boardrooms. Our world of women has moved on and now we face economic challenges globally. We cannot afford to waste time arguing for equality, we need harmony and joint- co-creation honoring each other’s natural talents.

I asked this cohort each in turn “What advice will you give a woman to manage a man today?”

The answer collectively was “We love you women – we love working with you, we respect you, you are complex, we are simple. Please value us for who we are, don’t smother us, mother us or see us as a threat (#metoo) – see us for our straight-forward truth as a man and love us as we are”

WISE ADVICE…. thank you!

Reach out to me below for more information and to be ahead of the game.

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What is hell? Hell is oneself. Hell is alone, the other figures in it merely projections. There is nothing to escape from. And nothing to escape to. One is always alone.

~ T.S. Eliot in The Cocktail Party

Leadership is built on relationships, the very foundation of human flourishing. So there is an obvious correlation between the global leadership deficit and the relationship dysfunction that characterises western society today. Social isolation, or loneliness, is the real pandemic in the Third Millennium, and it lies at the root of most of our social maladies.

Leadership is first learned in the family, where the virtues essential to all relationships – honesty, trust, faithfulness, compassion, forgiveness, and a natural sense of obligation to others – are best nurtured. Where those virtues are sincerely held, there can be no loneliness, and relationships will flourish. And that provides the ideal context and conditions for community and leadership.

Where those virtues are absent, family, friendship, and community break down, and social dysfunction ensues. The reality is that our mental and physical health actually depend heavily on the quality of our relationships. Studies around the globe have shown that:

• Social isolation is a one of the most common causes of clinical depression
• It impacts artery erosion, blood pressure, heart disease, hypertension, and stroke risk
• Chronic loneliness is a significant factor in many cases of alcoholism
• It is closely linked with anti-social and self-destructive behaviour
• It has a negative effect on learning and memory
• It can affect sleep patterns, promoting a wide range of attendant problems
• It actually increases an individual’s mortality risk more than smoking does
• Up to 80% of people who fail at work do so because of poor relationship skills
• Emotional support has been shown to be a significant factor in healing generally.

Why are there so many lonely people? Why is it so hard to form real relationships when that is what everybody both needs and wants? Well, if the family is where the virtues essential to all relationships are best developed, then dysfunctional families and the widespread loss of family life must inevitably give rise to a dysfunctional society in which relationships generally fail to flourish.

And this is, of course, precisely what has happened. A psychiatrist friend recently told me that over the past 20 years, some 80 percent of her patients have come from families broken by divorce; the burgeoning mental health crisis didn’t spring from nowhere. So if the loneliness pandemic is a result of family breakdown, what is the cause of the collapse of family life?

The root cause of this social cataclysm is, of course, the modern rejection of classical virtue ethics in favour of the personal choice of the autonomous individual, and the moral confusion that has accompanied it. But the “Who are you to tell me what is right and wrong?” mindset has been puffed up to planetary proportions by the removal of restraints on humanity’s most unruly appetite.

Science and common sense agree that promiscuity, prostitution, and pornography are inevitably destructive of family life, and relationships generally. Yet the Sexual Revolution of the past half-century continues to be driven relentlessly forward, not only by the many who profit so richly from it, but also by its many victims who refuse to admit their folly. Hence the increasingly dysfunctional culture of lonely, wounded people, incapable of meaningful commitments and self-sacrifice, and the insidious and intensifying mental health crisis.

Social science clearly shows that children in fatherless families are more likely to suffer emotional and behavioral issues, physical and psychological abuse, poverty, health problems, academic failure, relationship dysfunction, and susceptibility to criminal activity. Moreover, opinion polls over the past sixty years have recorded a steady decline in female happiness. The reality is that the Sexual Revolution has been a disaster for women and children, exposing them to ever-greater social and economic insecurity and unrelenting loneliness. More than sixty million abortions in the US since 1973 are a gruesome reminder of the horrifying tragedy visited upon women and children in the Western democracies under the influence of the Sexual Revolution. And, of course, the debilitating loneliness sooner of later catches up with the men involved.

Proponents of the permissive society misguidedly argue that lust and promiscuity are natural urges, but while they might be natural urges in animals, they can be naturally directed by rational animals. The power of reason enables human beings to know what is good for us and what is bad for us, so what is natural in us is the ability of the intellect to control the chaos of our carnal desires.

Most people associate the Sexual Revolution with a predictable loosening of moral standards that accompanied the decline of Christian belief in the 20th century, but the full story is somewhat more disturbing. If we are sincere in seeking an end to the endemic social dysfunction assailing the Western democracies, we will take account of this story, which is very well documented.

At a time when women are being subjected to absurd and wholly unwarranted threats to their dignity, comfort, and safety, the establishment’s response to a growing number of men embracing a measure of sexual restraint is curious to say the least. The men are accused of fascist tendencies. In an illuminating article, Was the sexual revolution a government psy-op?, philosopher Matthew Crawford retraces the genealogy of the Left’s association of sexual self-regulation with fascism. It is a tale of cynical social engineering that started long before the “sexual liberation” of the ‘60s.

Far from being a simple organic cultural development, the Sexual Revolution was the design of psychotherapists who emerged from the cataclysm of World War II with the aim of pre-empting a flowering of fascism in the US. Government complicity in this program is a documented fact. The movement started in the early1930s when the psychoanalyst Wilhelm Reich split with Freud, and, calling himself a Freudo-Marxist, set about using psychoanalysis for revolutionary purposes. Society was not merely unjust, but also mentally ill as a result of the superego, that “sham social surface”, repressing natural instincts (read sexual desires) that the psychoanalysts considered wholesome and morally unproblematic.

Reich and other intellectuals saw fascism as a consequence of bourgeois society and sexual repression and called for the destruction of the family and fatherhood, as well as authority and morality itself. The end of the war provided the opportunity. In 1946, President Truman declared a mental health crisis in the US, indicating that the way Western governments viewed democracy and the people they governed was somewhat less than charitable.

A study commissioned by the War Department to investigate psychiatric disorders in returning soldiers was conducted by emigre psychoanalysts from central Europe who focussed on repressed anger and sexuality in family life instead of the traumatic wartime experiences. They concluded that small-town America was a breeding ground for fascist attitudes, and their remedy was to “change the inner structure of the human being” to make people docile supporters of a particular political order. The National Mental Health Act of 1946 deployed hundreds of psychiatrists across the US in “Psychological Guidance Centres” to reshape the way people thought and behaved.

In 1948 Alfred Kinsey published the first of his now-discredited reports on sexual practices in the US, and his bogus science claimed to link the “authoritarian personality” to people who adhered to traditional sexual morality. Kinsey saw his work as furthering the “mass psychotherapeutic function” of eradicating the sense of shame in society. The manipulation of the moral judgment of ordinary people by psychology, which had been going on since the beginning of the century was set to shift into a higher gear with Playboy and Lady Chatterley just around the corner.

Crawford’s discourse echoes a shorter article by Italian academic, Carlo Lancellotti, who has provided excellent English translations of the works of Italian philosopher, Augusto Del Noce, an early critic of the Sexual Revolution. Del Noce analysed Freudo-Marxism and the cultural links between political progressivism and the Sexual Revolution. He pointed out that both regarded human reason as incapable of attaining metaphysical truths, a stance typical of the self-refuting scientistic mindset that views empirical science as the sole source of truth. The facile reduction of reason to science is of a piece with reducing freedom to the satisfaction of desires, and such a mindset naturally regards politics as the means to eradicate not only “repression”, but virtue and tradition as well. Del Noce stressed that scientism is inherently totalitarian, seeking to silence all other forms of knowledge.

Lancellotti sees Del Noce as original in studying the sexual revolution as a philosophical phenomenon that reflected a new worldview and not just new social circumstances. And he is convinced that, “…a failure to fully grasp this worldview is the reason why today many intelligent people seem genuinely surprised that movements putatively seeking tolerance for marginalized minorities should be so intolerant of dissent.”

Crawford’s essay also tallies with a well-researched three-part essay by Professor Patrick Deneen, “The Crisis of Democracy”, inspired by a 1973 book by Edward A. Purcell Jr. entitled: The Crisis of Democratic Theory: Scientific Naturalism and the Problem of Value. Purcell traced the history of the social sciences – psychology, sociology, politics, economics, and anthropology – that have today become the blindly followed authorities on the human condition. The tragic irony is, of course, that the allegedly indisputable claims of those disciplines are undergirded by hidden metaphysical assumptions that are suspect to say the least.

Deneen shows that the social sciences in the early 20th century boldly set about dismantling “democracy” in the name of efficiency and expertise. Leading social scientists confidently, but unscientifically claimed to identify cognitive and moral inequalities in different ethnic groups, and their bogus “scientific naturalism” gave encouragement to class, race, and sex discrimination. Many Western intellectuals at the time flirted with totalitarianism, either Marxist, Nazi, or Fascist.

Opposed to “scientific naturalism” were proponents of the classical natural law tradition, significantly including many Catholic intellectuals, who affirmed the equal dignity of all human beings, objective moral standards regardless of culture, and democratic societies committed to the Common Good.

After World War II, when social scientists found their flirtation with totalitarianism an embarrassment because of gas chambers, gulags, and other barbarous violations of human dignity, they deflected attention from their inhumanity by switching the narrative. They loudly proclaimed that the totalitarian mindset was linked to a belief in objective morality, traditional family virtues, and sexual restraint, all of which were labelled as impediments to the self-fulfilment of the individual. So the social engineers disguised themselves as defenders of democracy and accused the real defenders of human dignity of totalitarian repression. And great swathes of Westerners, seduced by the Sexual Revolution, have unthinkingly bought the lie. The loneliness pandemic currently exploited by an oligarchic establishment is the result.

It is dismaying for people in a civilisation built on the foundation of reason, who naturally take it for granted that dissent, dialogue, and disagreement are healthy and necessary to civil society, to be confronted by angry zealots who present themselves as defenders of absolute human rights that may not be called into question. The radicals smear opponents as bigots and haters and stop at nothing to silence their dissent.

Acceptance of the insidious philosophical fraud of the Sexual Revolution means most people do not want to address the root cause of the culture of loneliness. They simply assume that since “science” insists that humanity can achieve “happiness” by eliminating all forms of “repression,” religion and traditional ethical standards must not be permitted to stand in the way.

When our appetites are not controlled by our rational minds, they enslave us, sex being the most tyrannical of all. And with individuals rejecting moral restraints, egalitarian societies slide into Hobbes’ “war of everyone against everyone”, which opens the door to the abuse of power. Tyranny and sexual profligacy go hand in hand, and the egalitarian attitude typically ushers in totalitarianism.

Some two decades ago, I recall reading about a woman who was deeply saddened by the Bill Clinton/Monica Lewinsky scandal and then discovered that her own husband was having an affair. Her psychotherapist counselled her to accept the break-up of her marriage, and her pastor echoed the advice. In the space of a week, she lost her husband, her president, her psychotherapist, and her pastor, and was consigned to the ranks of the socially isolated. The story is emblematic of a society engineered to self-destruct.

What is a leader to do? Leadership means service, not status. It is about promoting the common good and not self-aggrandisement, in the home, school, workplace, or community. That demands honesty, trust, faithfulness, compassion, forgiveness, and a natural sense of obligation to others, all of which entail the eradication of sexual profligacy as the first step to restoring healthy culture, relationships, and community, the criteria by which leadership is measured.

A big ask? Of course, it is, but as Solzhenitsyn told us, “Let the lie come into the world, but not through me.” And it is the lie that unleashed the deluge of lust, and the desolation of loneliness that followed. Tragically, many people in positions of leadership will dismiss the call to action as too idealistic, too difficult, or simply contrary to their own concupiscence. Yet many others are increasingly aghast at the ugly absurdities defiling contemporary Western society, and new leaders are emerging far more rapidly than the complicit mainstream media would have us know.

The Latin phrase “divide et impera”, divide and rule, expresses a political ruse as old as civilisation itself. So where a leader unites and inspires for the common good, a misleader divides and rules for self-interest. The lonely society serves the misleaders. Solzhenitsyn saw it: “People have learned from their own misfortunes that revolutions demolish the organic structures of society, disrupt the natural flow of life, destroy the best elements of the population, and give free rein to the worst.”

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Being a consistent sponsor or guest on traditional, mainstream, or Web TV to reach and engage with audiences that equate to your ideal customers may seem like a low-priority expense today when compared to advertising, marketing, and promotion via Facebook ads, Instagram posts, TikTok videos, and Social Media Trends. But when it’s done right, TV can provide immense benefits—helping your business engage, inform, and entertain.

Brilliant ValueWhatever your marketing budget, TV sponsorship/advertising and guest appearances give you three bags full. Did you know that TV is almost half the average price per 30 seconds of YouTube? And 17 times cheaper than other online video advertising? These other forms of video cost advertisers more because of their cost-per-start trading model and the ease with which users can avoid the ads.

And this is before you consider all the other environmental and quality factors that distinguish TV – its high ad completion rates, full-screen viewing, high-quality and brand-safe content, the fact that it is watched so much with other people, all of which influence what matters most: effectiveness.

Makes You KNOWNTraditional, mainstream, or Web TV turns brands into household names, making you shine in the spotlight and twinkle like a big star. Why is this important? Because being KNOWN is important in advertising. Marketing effectiveness researchers Les Binet and Peter Field have repeatedly shown that campaigns with notoriety at the core of their strategy are easily the most effective at creating large business effects like sales and profit. In fact, they are 50% more likely to create these effects.

TV’s scale and reach are unbeatable. You can’t become KNOWN if no one has heard of you. And brands on TV are making a very public promise, which, as Ogilvy chair Rory Sutherland points out, is powerful in itself: “Public promises carry more weight,” he says, “hence why the words ‘as seen on TV’ are more convincing than ‘as seen on a post on Facebook’.”

The fact that both traditional, mainstream, and online TV is a shared experience also contributes to its BE KNOWN-making power. Viewing TV and its advertisements creates opportunities for personal recommendations, generates conversation, increases memory, and intensifies emotions. Everything you want associated with your brand and business to stay top-of-mind in your customer’s minds.

Signals SuccessIn all forms of publicity, promotion, and advertising, it’s not just what you say that counts, it’s where and how you say it. In all its forms, TV is proven to be heads, shoulders, knees, and toes above others at driving the strongest fitness, social, popularity and success signals, and to outperform other media at suggesting brand quality, self-confidence, and strength.

The Lowest RiskEvery business and brand worries about the economy. They want visibility & exposure, and reassurance that their media/marketing dollars will deliver results. During the best of times, rolling the dice might be an option. In these times, we choose the safest bets possible on our investments.

While this is difficult to predict and even guarantee, recent research by Gain Theory, MediaCom, Wavemaker, and Mindshare found that the variability of returns differs significantly across different forms of promotion.

On & offline TV emerges as the safest bet: broadcaster video-on-demand (BVOD) is the least risky of all video channels, delivering just 20% of variance compared with the median return, followed by linear TV with a variability of 24%.

It’s for EveryoneButchers, bakers, candlestick makers…TV’s reach is extended to everyone: every sponsor/advertiser, every interviewee/guest, every marketing budget, every audience.

In 2022, linear TV and BVOD combined reached 90.3% of the adult population each week. BVOD, in particular, is vital to younger audiences, accounting for 26% of their broadcaster viewing (more than double that of the average viewer).

More and more brands are turning to traditional, mainstream, and online TV to share their messages and reach their ideal customers.

Nielsen Ad Intel reports that, in 2022, 1,286 advertisers used TV for the first time, or returned after five or more years away. This followed 1,243 new sponsors/advertisers in 2021.

Between 2015-2019, the yearly average was significantly lower at 841. This dramatic recent increase (up 50%) demonstrates the increasing appeal of TV to businesses of all shapes and sizes.

It’s also important to note that these aren’t just huge businesses with huge budgets. In 2021, 31% of TV’s sponsors/advertisers spent under $50,000 on TV, and 54% spent below $250,000. Only 29% of all TV advertisers spent more than $1m and only 5% spent above $10m.

With its ability to reach vast audiences, its amazing value, its fame-making power, the opportunity to spread your message, the body language it gives brands and its reliability of return – traditional, mainstream, and online TV helps brands of all shapes and sizes reach the top of the line.

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On the plane about to take off, I’m sitting in the exit row, and the flight attendant asked us, “Are you ready, willing, and qualified to assist in case of an emergency landing?” Hmmm, I thought. Qualified? I have never had to reload an entire plane because of an emergency landing before. How could I be qualified? This made me think of new managers, those who are promoted or ones hired who have no experience leading people. Yet, we think they are “qualified”! Is that fair? Shouldn’t we do something to prepare them?

People often believe that if they don’t feel capable, influential, or experienced enough to be leaders then they aren’t “qualified” for the job. However, this couldn’t be farther from the truth! Leadership is not only about technical skills and knowledge; it’s also about confidence, flexibility, and resilience. An article from CCL says “A good leader should have integrity, self-awareness, courage, respect, empathy, and gratitude.” Despite our own doubts and insecurities about leading others, there is no set mold for what makes someone qualified–each person has their own unique traits that make them a great leader.

Leadership TrainingLeadership training can have a profoundly positive impact on your ability to lead your organization, team, or project forward. If you feel stuck and unable to develop strategies that bring together both short-term and long-term objectives and shape cultures of mutual respect within your organization, leadership training can help. It offers opportunities to develop the skills to reflect critically upon all the decisions you make, understand and accept different perspectives, delegate effectively, and motivate your colleagues. With all these tools at hand that help you foster meaningful relationships with colleagues while driving results through dynamic decision-making, you’ll be well on your way toward becoming an influential and momentous leader. Leadership training is the perfect stepping stone for you if you’ve been looking for ways to step up in the type of leader you want to be.

Mentoring or ShadowingMentoring or shadowing is a great way to gain knowledge, increase your skill set and make valuable connections. A mentor can help you develop an understanding of the profession you have chosen by providing practical advice and guidance. Shadowing someone in a role that interests you is equally beneficial, allowing you to put the skills learned through self-teaching into practice. With both of these strategies, gaining insight into different approaches can be invaluable for your learning. Don’t forget that mentoring or shadowing requires commitment and dedication, and it can often take hard work and perseverance to receive the maximum results. However, with any effort comes a reward so take the plunge and reap the rewards!

Peer ReviewsBecoming a qualified leader is an important skill, and peer reviews are a great way to help the process. Providing and receiving thoughtful feedback can bring an understanding of strengths and development opportunities to aid any aspiring leader. Careful consideration of feedback from someone in the same field can be invaluable, as it comes from experience that may not be available outside of your peers. Peer reviews provide a platform for growth and development for anyone looking to build their leadership capabilities, which ultimately promotes self-confidence in workplace decisions.

Acknowledging and Celebrating Other People’s SuccessesAs a qualified leader, I understand how important it is to recognize and celebrate other people’s successes. Showing gratitude for the hard work of others not only maintains our relationships, but it’s also a great way to boost confidence and soften competition. Each time someone excels, I feel privileged to be around them and acknowledge their success. Through noticing great accomplishments throughout my circles and offering congratulations with warmth, I hope that others can experience the same inspiration and motivation as I do when witnessing successes.

ReflectionDeveloping leadership skills requires dedication and thoughtfulness. Qualified leaders are aware of their own strengths and weaknesses and how to leverage them for the benefit of their goals or environment. They take initiative and recognize the potential in others, while not forgetting to establish structure and guide their teams. All the methods discussed – rigorous training, mentoring or shadowing, peer reviews, and celebrating successes – can help build strong leadership skills that qualify you as a leader. Take stock of what’s comfortable for you – do you prefer a classroom setting? Or one-on-one meetings? Is public speaking natural for you? Knowing what works best for you is key to nurturing your capabilities. And at the end of it all, it’s important to reflect: What makes YOU a qualified leader? With careful investments into honing your leadership craft, continue to equip yourself with the knowledge and humility necessary to become an effective leader who moves people and brings out the best in them.

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Shipping containers’ primary function is transporting goods safely across different places. Aside from keeping cargo safe from harsh conditions, they also offer various uses due to their durability and structural strength. Some use shipping containers for storage and construction.

Buying shipping containers can take time and effort. In most cases, inspecting their conditions will require visiting various locations, including container depots, port facilities, and sometimes storage facilities. You can also purchase one online from a reliable supplier. However, there are crucial factors to consider when shopping for one to ensure quality and safety.

Here are key features to look for when buying shipping containers:

• Structural Integrity

Shipping containers have unmatched strength due to their material and structure. These are made with corrosion-resistant steel, which allows them to withstand harsh conditions when crossing the ocean. The corrugation also gives them enough robustness, making them ideal for stacking up to eight containers.

Although shipping containers are generally structurally sound, they may also degrade over time. As you buy shipping containers, look for a supplier that guarantees structural integrity. Containers in excellent condition have undergone inspections to ensure their strength and may have been used for cargo transport multiple times.

Ensuring structural integrity is crucial if you’re using shipping containers for home construction. If you plan to live in it, prioritizing safety is imperative.

It is also essential to check for any leaks, damage, or repairs that may affect the container’s structural integrity or watertightness.

• Minimal Wear And Tear

Buying used shipping containers is more practical than a brand new one. Aside from the lower prices, it promotes sustainability by reusing and repurposing them. As a result, you reduce the number of containers sitting in junkyards. However, purchasing used shipping containers requires rigid inspection.

When buying a used shipping container, go for one with minimal wear and tear. One or two-time-use containers are typically in the best condition for storage and construction business. On the other hand, those used for around five to ten years may show signs of degradation, like rust and dents.

Minimal rusting is expected even on high-grade shipping containers. However, it doesn’t always mean the container is past its prime. In most cases, rust is only on the surface and doesn’t affect the strength of the container.

• Wind And Watertight

Shipping containers are wind and watertight, which are requirements for protecting cargo from extreme weather conditions and saltwater. However, frequent exposure to harsh elements may affect their overall durability.

When buying shipping containers, always prioritize wind and waterproofing. Protection against changing weather conditions is always imperative whether you use it for storage, home, office, or a commercial structure.

• Right Size

Buying shipping containers requires specifying the size you need. Containers usually come in four different lengths, mainly a 10-footer, 20-footer, 40-footer, and 45-footer, and eight-foot in width. However, the most common ones are 20ft and 40ft.

• Twenty-Foot: Shipping containers in this size are perfect for building homes, offices, and storage facilities. You can stack them to provide more space.
• Forty-Foot: This size is the most common for home construction. Due to its larger floor area, it provides more space to work around.
• Standard: Standard shipping containers have an interior height of 8 feet and 6 inches. It provides an excellent storage solution.
• High-Cube: High-cube containers are 9 feet and 6 inches in height. This size is ideal for home construction since there’s added space for insulation and ceiling installation without looking claustrophobic.

Determining how much space you need helps you find the perfect size of shipping container for your intended use.

• Best Type

Shipping containers have different configurations to suit different needs. When shopping, knowing your options is best to evaluate which fits your purpose.

• Dry Storage: Dry storage containers are the most common type used in construction. In its past life, it transported only dry goods.
• Reefer: These refrigerated containers are perfect storage for delicate items requiring a controlled temperature and humidity.
• Open Side: This shipping container type has a bi-fold door on the longer side, which allows easy access. It’s best for moving trucks and pop-up stores.

The choice of the best type of container depends on its intended use.

• Fair Price

Shipping container prices vary depending on your location. In the US, you can buy a 20-foot shipping container in premium condition for around USD$ 1,500 to USD$ 3,500 and USD$ 2,500 to USD$ 4,500 for a 40-footer. If you’re only using it for temporary storage, you can get one with slight signs of wear and tear but for a lower price

Tips For Buying A Shipping Container

Buying a shipping container can be stressful. Here are easy tips to help you out:

• Specify The Purpose: Before purchasing a shipping container, specify your purpose. Its intended use determines which size, type, and condition is best.
• Determine The Previous Use: Looking at the history of a shipping container is crucial for your safety. The supplier must disclose the types of goods transported and avoid ones with potential chemical leaks.
• Find The Right Supplier: The key to buying the best shipping container is to find a reliable supplier. They can help you with inspections and transportation to lessen the hassles.

Conclusion

Determining the factors to consider when buying shipping containers can help save time and energy. After specifying your needs, start looking for a trusted supplier to start your project.

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With all of the world’s layoffs, economic uncertainty, and technological innovation in artificial intelligence, it’s a complex business environment out there. How should you prepare for the jobs of the future? See more in the visual deep dive below:

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The success of any project depends on the satisfaction of its stakeholders. Therefore, stakeholder management is a crucial element of project management that cannot be ignored. Stakeholder management is the process of identifying, analyzing, and engaging with individuals, groups, and organizations that can affect or be affected by the project’s objectives. In this article, we will explore the importance of stakeholder management in project success.

Ensures Alignment with Objectives

Stakeholder management ensures that the project’s objectives are aligned with the expectations of its stakeholders. Stakeholders have different interests, and their requirements may change as the project progresses. Therefore, it is essential to communicate with them regularly to identify their needs and align the project’s objectives accordingly. By doing so, project managers can avoid conflicts and ensure that the project delivers the desired outcomes.

Enhances Communication

Effective communication is a critical aspect of stakeholder management. Project managers need to communicate the project’s progress, risks, and opportunities to the stakeholders regularly. By doing so, they can keep the stakeholders informed and ensure that they are engaged in the project. Effective communication also helps in managing expectations, resolving conflicts, and maintaining trust with the stakeholders. Therefore, project managers need to develop a communication plan that outlines the stakeholders’ communication requirements and the frequency of communication.

Identifies Risks and Opportunities

Stakeholder management helps project managers identify potential risks and opportunities that can affect the project’s success. Stakeholders can provide valuable insights into the project’s environment, competition, and market trends. By analyzing this information, project managers can identify risks and opportunities and take appropriate measures to mitigate risks and exploit opportunities. Stakeholder management also helps in identifying potential project roadblocks, such as lack of resources, funding, or support. By identifying these roadblocks early, project managers can develop mitigation strategies and avoid delays.

Builds Trust and Credibility

Stakeholder management is critical for building trust and credibility with the stakeholders. Trust is essential for effective communication, collaboration, and conflict resolution. By engaging with the stakeholders regularly and addressing their concerns, project managers can build trust and credibility with them. This, in turn, can help in securing the stakeholders’ support and commitment to the project. Stakeholder management also helps in creating a positive image of the project and the organization, which can have long-term benefits.

Improves Decision Making

Stakeholder management helps in making informed decisions that are aligned with the project’s objectives and the stakeholders’ expectations. By involving the stakeholders in decision-making processes, project managers can gather diverse perspectives, ideas, and feedback. This can help in identifying the best possible solutions and making well-informed decisions. The use of stakeholder software is highly recommended. In addition, involving stakeholders in decision-making processes can also increase their ownership and commitment to the project.

Enhances Resource Management

Stakeholder management helps in identifying and securing the necessary resources required for the project’s success. Stakeholders can provide valuable resources such as funding, expertise, and support. By engaging with the stakeholders regularly and building positive relationships with them, project managers can secure the necessary resources and avoid resource constraints. This can help in ensuring that the project is completed on time, within budget, and to the desired quality.

Facilitates Change Management

Stakeholder management is essential for effective change management. Projects can bring significant changes to the stakeholders’ environment, such as changes in processes, systems, or roles. By engaging with the stakeholders and communicating the changes effectively, project managers can mitigate resistance and facilitate a smooth transition. Stakeholder management can also help in identifying potential change-related risks and opportunities and taking appropriate measures to manage them.

In conclusion, stakeholder management is a critical element of project management that cannot be ignored if a project is to be successful. Effective stakeholder management ensures alignment with objectives, enhances communication, identifies risks and opportunities, builds trust and credibility, improves decision-making, enhances resource management, and facilitates change management. Therefore, project managers need to develop a stakeholder management plan that outlines the stakeholders’ requirements, the communication plan, the stakeholder engagement plan, and the stakeholder analysis plan. By doing so, project managers can ensure that the project’s objectives are aligned with the stakeholders’ expectations, the stakeholders are engaged in the project, and the project is completed on time, within budget, and to the desired quality. In summary, stakeholder management is critical for project success and should be given due attention throughout the project’s lifecycle.

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Work that’s dictated by a fixed schedule, place, and job description doesn’t make sense anymore, says leadership expert Debbie Lovich. In light of the cultural shift towards remote work sparked by the pandemic, Lovich gives three essential tips to leaders so employees can keep their autonomy (while remaining productive), companies can let go of rigid bureaucracy and we can all reshape work to better fit our lives.

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We often encounter people who invariably make assumptions and are usually incorrect. Worse is the fact that inaccurate assumptions halt our advancement for business. Irritating a prospective client makes no sense, so it’s best to eliminate one common practice to improve results.

Someone likely made an inaccurate assumption about you at some point. If so, you know it can be very irritating and memorable. Now imagine doing the same to a prospective client; it will likely kill the possibility of a new sale.

Elvis’ song, ‘Walk A Mile In My Shoes,’ comes to mind regarding today’s blog topic.

“Walk a mile in my shoes

Just walk a mile in my shoes

Yeah, before you abuse, criticize, and accuse

Just walk a mile in my shoes….”

My Story

For an initial conversation to be successful, it is, to begin with, an open-ended question such as, ‘What caught your interest to see me today?’ or for an entrepreneur, ‘What motivated you to begin your business?’ Each question will motivate a more profound answer that will likely develop into a conversation worthy of everyone’s time.

• For salespeople trained to use scripts, the process is a slippery slope. The difficulty mix includes:
• The lack of authenticity on the salesperson’s end as they use the words of another
• Not fully listening to the prospective client for asking unique and insightful questions that will provide a more profound meaning
• Inability to respond to anything off-script in a meaningful way

My sales training enforced that I would be me, unusual in the day. Why and how did that happen? I wasn’t permitted training because, as a woman, management assumed that I would fail anyway. Therefore training would be a wasted expense. To everyone’s astonishment, including mine, sales were a breeze for me because of the following traits:

A. I was myself using my unique vocabulary.

B. My clientele was encouraged to speak first so that I would know how to respond.

C. The conversations were joyful with my prospective clientele.

Asking relatable questions is a practical business development strategy one can utilize well. By doing so, you draw the other person into a conversation. They may be cautious upfront, but once they recognize you are genuine and available to serve them well, the other person relaxes and will provide everything you want to know.

Your Story: Practice to Improve Results

It is possible readers are assuming right now that the advice is not valid and that it’s best to memorize the critical aspects of the script. Should this be the case for you, I suggest trying an A-B Test. Do what’s normal for you, and then test the natural conversation method by beginning with an open-ended question. And then compare the results.

Consider the following:

1. Are you happy with your results, or do you believe you can do better?

2. Are your conversations boring or free-flowing so everyone can feel positive energy?

3. Do you see a correlation between the higher energy conversations and additional business?

Should your answer be ‘Yes,’ to the last question, you may want to expand upon more free-flowing conversations to stimulate further insight and growth. Now consider the person or company that is your favorite and the possible contributing factors. Our favorites are often due to a natural connection and flow of conversation that eliminates assumptions.

The one consistency for conversations is to uncover:

• Why the time is free for a meeting
• Issues that need resolving
• How you may assist with future planning and new tactical and strategic implementation

The open conversation and being you contribute best to business growth. One essential step to improve results, particularly when you don’t quite understand something, is to ask for further explanation. Others will recognize your honesty and integrity and, most often, will accommodate all of your questions with sound reasons.

In Conclusion:

Upon moving forward in developing relationships with clientele, it’s essential to remember that nothing is static, including people, business, or technology. Change is the one constant. Therefore, assumptions will quickly be out of date and potentially embarrassing. It is best to eliminate the one common practice to improve results.

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This year’s Super Bowl gave us so many exciting moments and it was definitely a game for the ages. Patrick Mahomes played an incredible game on an injured ankle, Nick Bolton played out of his mind on defense, and Kadarius Toney broke the record for the longest punt return in Super Bowl history leading the Chiefs to their 2 championships in 3 years.

In the end, though, there was one play that stood out to me more than any other. With under two minutes to go, the Chiefs have the ball and they are inside the 10-yard line getting ready to score. Andy Reid draws up another masterful play and Mahomes passes to McKinnon, who could have easily scored yet another touchdown for the Chiefs but instead slides at the 1-yard line to keep the clock moving.

Why didn’t he score?Seems counterintuitive at the time, but because of McKinnon’s team-first mentality, he realized that keeping the ball and running out the clock was best for the team, and passed up the chance to score a touchdown in the super bowl which could have been the game-winning score and something he could have reminisced on for the rest of his life. However, McKinnon’s mindset was “WE before me” and because of that the Chiefs were able to run down the clock and Butker kicked the game-winning field goal.

There is an incredible lesson here for all of us regardless of age. A champion’s mindset thinks more about what’s best for the team and less about what’s best for the individual.

What a great lesson on humility and having the ability to think about yourself less and do what is best which leads not only to success but also happiness.

Jerick McKinnon- Thank you for being an example of what it means to be a great teammate and put others first.

A question I will start asking myself is “How can I be a better teammate like McKinnon in my personal and professional life”. I invite you to do the same and watch the magic happen…

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Consistency is perhaps the only known path to serendipity

The relentless generation, dissemination, and repurposing of information on an ongoing basis has made people dependent on technologies that can help them find relevant information in the minimum amount of time possible. Therefore, the important role search engines such as Google, Yahoo, and Bing play in retrieving and presenting the most relevant information (terms such as googling or googlization are often used to describe such activities) is undeniable.

The growing advancements in artificial intelligence (AI) and its sub-fields of deep learning (DL) and natural language processing (NLP) are making it possible for search engines to produce the best results for the search query in a tick. Given the vast amount of available information, humans will never be able to find information as efficiently as a search and query bot does anyway.

As such, in hindsight, information retrieved through search and query bots (SnQ bots) can play a significant role in knowledge creation, repurposing, and management. The increased sophistication of generative AI-based applications (e.g., ChatGPT; read more: https://www.academiasolution.com/ChatGPT) is further contributing to the use of intelligent machines to provide the best information (within the limits of algorithm design and learning acquired by the machine through training), resulting in the availability of a lot of information. Therefore, it is safe to say that the level and amount of available information that we are coping with are simply unprecedented.

Unsurprisingly, a huge amount of knowledge on project management is available online too. A simple Google search for the term “project management” yielded over 3.5 billion results and over 130 million results in the Yahoo and Bing search engines.

It raises the question of whether it is possible to use the information resources (project- and non-project-based) made available by SnQ bots in any way possible, and if so, what could be some of the ways in which it can be done?

Some research has looked at these questions by exploring the role of search volume generated by SnQ bots (e.g., Google search volume) for user queries and its impacts on issues such as the prediction of COVID-19, return on stock, investor trading, obesity patterns, and so forth. It indicates that the information identified by SnQ bots is regarded as useful and worthy of understanding issues and building corresponding solutions. In hindsight, it also underlines the possibility of leveraging these vast resources of information in a coordinated manner for assorted purposes, including teaching and learning.

However, interestingly, not much has been done to understand the impacts of search yield for project management-focused search results. That is despite the fact that searching for a common term like ‘project management’ yields 3.5 billion records. It shows the breadth of knowledge available that could be tapped and tactically used for assorted purposes to grow the knowledge boundaries of professions. Not every link that is found by SnQ bots is relevant to the search, but surely one can still find useful information. So it makes one consider how this vast resource of information on project management can be used.

With that in mind, we have looked at some of the possible uses of search volume generated by SnQ bots as well as possible ways in which it can be done. Surely, examining potential uses and solutions is not easy, but at least this brief discussion will build initial thought, and that has been done below.

Possible uses of search volume generated by SnQ bots

1. For research

Just like the prior studies, research can be carried out to investigate the relationship between search volume for different key terms (e.g., project management, project delivery, and project management certification) and the growth, expansion, or obsoletion of a project management niche (e.g., agile project management).

Such research will be very useful for trend analysis and making predictions for the future. It will then help project management bodies and other stakeholders plan their activities for the short, medium, and long term. There are other areas to explore as well. For example, which certification and accreditation (offered by a certain body) should be continued, and which should be discontinued, and what innovations are needed in knowledge management education, training, and certification? What kinds of innovations are needed for improving the effectiveness of project management knowledge or modernizing project management? How can project management programs offered in universities be made more effective in providing cutting-edge, relevant learning?

1. For learning

Searching the internet is ‘digital breathing.’ In hindsight, it is something that we cannot afford or want to live without. Given the technological advancements in creating workaholic SnQ bots, we often take for granted the usefulness and worthiness of the information made available to us in a tick. Have we ever paused for a sec and thought, ‘Oh, how sweat! these unseen creatures are so kind in making our lives easy by enabling access to information that we didn’t even know it ever existed.

So, one potential use is to go beyond the use of search engines for information retrieval to make it a learning and exploration platform for assorted purposes, such as corporate trainings, school (all levels from primary to the highest level possible) learners’ learning, and exploration, and the advancement of knowledge sharing in a coordinated way.

An example could be the formation of volunteer “Fav-Share” (i.e., crowd-sharing-based) groups. As we normally save or tag sites and good online resources as favorites in our fav folders, this simple tendency can be utilized for a much more useful and larger purpose. That is, people in these purposefully created groups can keep saving favorites on an ongoing basis, just like we all do, and after a while, they can share their saved favorite sites with people within the group. It can be done for dedicated keywords. So, a routine thing can become very useful for learning and exploration. It will help learners critically analyze their choices and discuss why they thought a piece of content (e.g., text, image) was useful.

And the advantages of this extremely simple thing are multitudes, such as (but not limited to):

1) These crowd-sharing types of groups are free and don’t require any additional resources or access than they are likely to have in their day-to-day lives,

2) People in these groups don’t do any extra work or make an extra effort, as they will only tag a link when they come across a useful link,

3) Group members’ search activities will help SnQ bots learn and get better at generating search outputs. So, it will help create the common good.

4) Anyone can form these types of groups at any level for private or official purposes as suits their learning and knowledge-seeking purpose and needs without any limitations whatsoever, and above all,

5) Sharing is caring (or perhaps fav-sharing is digital-caring).

In this way, free information is transformed into free, useful information. One small addition of word, one giant purpose of netizen served, so to speak (Thanks to famous words of Niel Armstrong).

1. For case studies

Given the wide-ranging aspects (e.g., social, technological, environmental, and regulatory) involved in the search and retrieval of information using SnQ bots, they make a good platform for studying them as case studies. For instance, one can look at the case of search engine A vs. search engine B output for different keywords, and so on and so forth. So, the possibilities of creating case studies are enormous, given the volume and variety of content shared on these platforms.

Concluding remarks

Information is the most vital asset for progress. Transforming information availability into purposeful information availability is what we really need, given the deep oceans of available information resources. Obviously, it is a positive thing that requires consideration and finding ways and means to leverage it for assorted uses. Just like other disciplines, a significantly large pool of information is also available on project management. It deserves some attention.

As such, we have discussed a few possibilities of use and some possible ways in which information produced by SnQ bots can be used for more directed and dedicated purposes. Needless to say, the possibilities are endless. The ones discussed here are just the tip of the iceberg to stimulate some thoughts. This is analogous to standing on the beach and contemplating the vastness and depth of the ocean, as well as the unknowns associated with it. But hopefully, the discussion presented in this article will help people consider developing some coordinated efforts to use this freely available and dynamically updated information in some way.

Note: This article was previously published on: https://www.academiasolution.com/Googling

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I was raised as the only child of a hard-working single Mom. In my formative years, she taught me so much about life and business. Truthfully, I didn’t know that’s what I was learning until the day came for me to enter the business world.

Then, moment by moment, as the tests and trials of my own career began to unfold, I realized she had done an amazing job at teaching me some very profound wisdom.

Here are Her 10 Truths:1. Believe in Yourself – Seldom will others believe in you, so you must always believe in yourself. This is especially true when starting a new gig. You are an unknown. It’s only human for others to have doubts about you until you get to prove yourself. So while a period of any transition is going on, believe in yourself. Stay strong.

1. Mistakes do Happen – You will make them. But a winner will bounce back up. Learn from your mistakes and be sure to never make the same mistake twice.

2. Your Word is Your Honor – Let your word be true. When she made a promise to a business person, the thing happened, whatever it was. If something got in the way and started to delay the delivery date or prohibit the honoring of the word, she was quick to address the change and get permission or acceptance to make a change.

3. Set Lofty Goals – Dream big. Why work hard for small goals? Do something different if you have to, but hang on to those dreams. She left a steady paycheck to start her own business when I was still in school. Talk about being brave. Her dream guided her. She created a very successful interior design business that grew from residential design to large commercial (office buildings and retail) projects.

4. Don’t Let Them See You Sweat – I know that’s been said by someone else, but I watched her live it. I have no doubt she went to bed some nights and cried herself to sleep because she had a big deadline or problem in front of her, but she never let it show. In the public eye, she was steel with grace.

5. Keep Learning – Mom didn’t have a higher education. She started working right out of high school, but she never stopped learning. She read voraciously. She maintained a very open mind about culture, ethnicity, and moral code. This equipped her to be a gracious host, a warm welcome for anyone who came to visit, and a cherished memory for those who got to know her. She earned the respect of friends and colleagues far beyond her original station in life. She also taught me about the value of being mentored. Since there was no man in our house, she arranged my involvement with several very significant male mentors who taught me so many things. As a result, I am a patchwork quilt of the best qualities those men could teach.

6. Be Compassionate – Despite her steely business sense, she had a special compassion for others. Her warmth was felt by so many. She volunteered at my school and elsewhere in the community though her time was tightly scheduled for her roles as a mother and business owner. She created her own sense of work-life balance that never left out quality time for generous giving of herself.

7. Know Your Banker – Mom taught me about getting to know the banker. Perhaps that’s why I ended up in banking. Because of her tenuous financial condition as a sole provider and single-income head of household, she needed bank loans frequently. But she was shrewd. Loans were only made when good contracts had been awarded. The loans floated the projects (and our living expenses) until the payout was received. Then the loans were paid immediately. The bankers loved her as a customer. She never leveraged anything near 100%. The loans were always for less than the contract amount. That way, there was a profit to keep when the project closed and the loan was paid.

8. Create and Guard Your Reputation – She had savage competition. However, she built a brand that included high integrity. She fiercely protected that brand reputation. Once when she was accused in the local newspaper of manipulating a contract award, she had to fight the allegations. She won and even received a published apology from the editor of the paper. Business boomed after that.

9. Center on Faith – Last but certainly not least, Mom taught me about faith in God through Jesus. Her undeniable faith kept her strong through the darkest hours. She knew there was a force and a purpose far greater than herself with whom she could connect at any moment. Whether it was bedtime prayers or a quick discussion sitting in her car before an appointment, she sought divine guidance regularly. This faith even endured until her last breath on this earth. She always told me she and God had a deal, that, when it was her time to go, it would be quick. Sure enough at 1:00 AM on February 1, 2001, she had a massive stroke. She died less than 24 hours later. No pain, no suffering. Medically, the neurologist told me the brain hemorrhage that caused the stroke had cut off all feeling to her body. She needed no pain meds to ease her to the end.

My Mom was a remarkable woman, whose forward-thinking was well ahead of her time. Her unique collection of wit, grace, love, compassion, fire, and faith made me what I am today.

The poem below, by Walter Wintle, was on a plaque she gave me. She had first made the plaque for her father when she was a teenager. I was given the memento as my own family keepsake. It sums up everything I am telling you today. Very wise words to live by.

The Man Who Thinks He can

by Walter D. Wintle

If you think you are beaten, you are;
If you think you dare not, you don’t.
If you’d like to win, but think you can’t
It’s almost a cinch that you won’t
If you think you’ll lose, you’re lost,
For out in the world we find
Success begins with a fellow’s will;
It’s all in the state of mind.
If you think you’re outclassed, you are.
You’ve got to think high to rise.
You’ve got to be sure of yourself before
You can ever win a prize.
Life’s battles don’t always go
To the stronger or faster man;
But sooner or later the man who wins
Is the one who thinks he can.

Who is the person in your life who has made the biggest impression?

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In our previous two blogs, we outlined the need, in our chaotic world of unknowns, to reclaim our focus and attention and take charge of our own minds. By reclaiming these, and enhancing self-awareness we have a deeper understanding of the sources of our anxiety and distractions. How to self-manage and self-regulate them through developing deliberate calm. To effectively create consciousness, and a safe space that potentially transforms the power of our minds and hearts to connect with others, cultivate well-being, harness people’s collective genius, and generate our resilience, through thinking about creativity differently.

Transforming fear and alarmThis mobilises the energy our fears, anxiety, and alarm provide to transform the power of our minds and develop physical and psychological well-being. We can then apply proven neuroscience principles and coaching practices to cultivate resilience and think about creativity differently.

Transforming our fears and alarm in this way increases our resilience in responding to events in real-time, anticipating future events, and processing learning’s post events. It also enhances our well-being and creativity to enable us to be courageous and compassionate when inventing and innovating in an uncertain and constantly changing environment.

The potential outcomes include people experiencing more positive emotions, increased engagement at work, increased development of positive relationships, and more meaningful and purposeful work. These help us be adaptive, and transform the power of our hearts and minds to be creative, accomplish, learn, adapt, grow, and innovate through disruption.

Well-being is in crisisIn the latest report, by Udemy on “Workplace Learning Trends” they compare data collected from Australian workers (human capital) in early September 2022 with previous surveys in November 2019, August 2020, and May 2021.

They discovered three surprising truths about well-being, including:

• Workers’ resilience levels are waning. More than two-thirds of workers (68.5%) felt like they were burning out at work. This is impacting workers’ levels of performance, job satisfaction, and commitment.
• There is a crisis for meaningful work Only 39.1% of workers said their work was valuable and worthwhile, versus 47% in 2021, and 52.9% in 2020.
• Many workplaces are wasting their well-being Workplaces have too much invested in EAP services (which are proving only slightly more effective than doing nothing) and not enough in more effective tools that workers are more comfortable accessing like Wellbeing Artificial Intelligence Bots, Wellbeing Apps, Wellbeing Workshops and Wellbeing Coaching.

This reinforces the need to think and act differently when we approach cultivating well-being, resilience, and creativity to better realise our human potential and human skills in times when they are our most valuable assets and needed the most and are crucial to future success!

Developing deliberate calm“Deliberate calm” involves developing a practice of adaptive, intentional choices that anyone can develop by embracing what was once regarded as “soft” stuff: self-awareness, emotional intelligence, and mindfulness to learn proactively and lead dynamically amid the most uncertain circumstances, where according to Aaron De Smet, the co-author of “Deliberate Calm: How to Learn and Lead in a Volatile World”:

“Why do we say “deliberate”? Because if you’re not deliberate about it you will probably freak out. I need to be very deliberate in knowing that I’m in a chaotic situation, knowing the stakes are high, knowing there’s a lot of uncertainty, and then deliberately calming myself down and taking stock”.

Deliberate calm looks at the inner world, the outer world, the context, and the dynamic between those and starts by slowing down to create a safe space for people to enjoy the benefits of deliberate calm. This helps activate, focus, and unleash our creative brains and facilitates thinking about creativity differently.

Hitting our pause buttonsCreating deliberate calm is one of the most critically urgent human skill sets to develop.

It involves creating for ourselves and co-creating, with others, more normalised states of equilibrium and calmness. This enables us to cultivate our physical and psychological well-being, develop resilience and unleash creativity differently by accessing our collective intelligence, skills, and experience through applying proven neuroscience principles and coaching practices.

It starts with initiating a habit of pausing long enough to take deep breaths, retreat, reflect, and access these inner parts of ourselves; including noticing our emotions, identifying our triggers, observing our physical reactions to normalise our equilibrium, coherence, and calmness, and focusing on thinking about creativity differently.

Re-appraising our situationWe can then reappraise what is really going on, by identifying what our emotions are telling us, sustaining the most resourceful emotions and letting negative ones go, and finally, by identifying the key options for taking positive actions. Ultimately take smarter risks, make smarter decisions, and take more intelligent actions that cultivate our well-being, develop our resilience, unleash creativity differently, and satisfy our desire for meaning, purpose, and accomplishment.

As evidenced by our global coaching practice, this personally empowering and energising activity focuses our attention, minds, and hearts on what really matters, and on what we can truly influence and control in a world of unknowns, and engages people deeply in doing the value-adding, productive and meaningful work that delivers it.

Three new deliberate calming practices to access and unleash our creative brains Being grounded:* involves being fully embodied, whole, centred, and balanced in ourselves and our relationships, we are in complete control of our mental, physical, and emotional selves, and are not easily influenced or shaken by other ideas or individuals. * Our unconscious mind, through our brains’ default mode network (DMN), is freed to wander, and be spontaneous in emerging and generating novel and surprising ideas and patterns.

This is usually achieved by regularly practicing a range of very simple activities that help us get centred, including removing any distractions (mobile phones), deep breathing (box breathing), and slow grounding repetitive exercises such as Feldenkrais.

• Being mindful: involves focusing our conscious attention on the present moment, our physical sensations, thoughts, and emotions in an accepting, nonjudgmental, and discerning way. It involves training our unconscious minds to notice, focus and pay deep attention to what is really going on, for ourselves, for others, and in the system, we are operating within.
• Our conscious minds are now provided with the focus necessary for guided problem-solving and for identifying the actions required to deliver the desired outcomes.

This is usually achieved by simple activities, by directing your focus when walking during the day (in nature without headsets), yoga, swimming, golf, tennis, listening to music, cooking, or by simple mindful meditation practices.

• Being conscious: involves being in the present moment, or fully in the “here and now,” and means that we are grounded, fully aware, and mindful of what is happening at every moment because we are now consciously aware and able to shift our minds and generate creative thinking strategies.
• Our conscious minds are able to exploit possibilities and make sense of the ideas that surface in the mind-wandering phase, by accessing the salience network, which then recruits the executive control networks, in our brains to refine and develop an idea. We can then exploit the range of creative ideas to make unexpected connections and to emerge, diverge and converge novel ideas for thinking about creativity differently, as well as for smart risk-taking, decision-making, and innovative problem-solving.

Empowering people to envision and transform

Creating a safe space, to transform the power of our minds and hearts to connect with others cultivates our well-being, harnesses peoples’ collective genius, generates resilience, and unleashes creativity by thinking about creativity differently.

This manifests as an opportunity to empower people to plan and make the nudges necessary to kickstart change, envision and plan for the future of unknowns.

Rather than unintentionally colluding with their unconscious panicking and retreating from the fears, anxiety, and risks currently emerging in an uncertain world full of disruption and crises.

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Leadership and followership are two sides of the same coin, but we are used to seeing and studying only one.Followership is not considered in managerial and organizational thinking. The cultural models in which we grew up clearly value the figure of the leader as much as they dismiss that of the follower.

Everyone considers themselves a leader or at least aspires to become one. In fact, with all the emphasis we place on developing leaders, we often forget the importance of followership and that effective leaders need effective followers to be successful.

Let me be clear, leadership matters a lot, but often in looking for the best leader figure we tend to lose sight of the people these leaders will lead (i.e. followership). And like leadership, followership also needs to be developed and taught.

After all, without collaborators or followers, the leader is just a man with big ambitions.

Among other things, in this “liquid” society no one is just a leader or just a follower, but one is both at the same time, and it happens to move from one position to another several times.

Followers are essential in the functioning of an organization. They are not passive followers, adepts without judgment. They are the collaborators, the employees of a company, endowed with a sense of responsibility and the ability to work as a team towards a goal. The success or failure of a project largely depends on them.

In different life situations, the same person is the leader and in others, he is the follower. And it also happens that a follower shows excellent skills to take on the function of a team leader. It is therefore advisable to be ready to play both roles.

Usually, the ability to be a good employee is considered only as the other side of being a great leader but they are two different things. Contrary to what the collective imagination thinks, followership does not coincide with mere execution but is expressed with a full, voluntary, and explicit organizational citizenship.

The leader himself creates value thanks to an adequate followership, and difficulty may surface without it.

We certainly do not deny that, if on the one hand, it is true that followers condition the success of a project, it is equally true that the leader influences the quality of the followers present in the team.

Leaders lacking confidence in themselves and in their own abilities will tend to create teams of conformist collaborators, i.e. who do not seek discussion and sharing of ideas, but will lead to the formation of teams basically made up of resigned followers.

An authoritative leader, on the other hand, needs to have effective followers alongside him, courageous people capable of thinking independently, questioning what they do not share, and providing valid alternatives on which to build continuous improvement.

A crucial aspect underlying the leader-follower relationship is reciprocity understood as complementarity: in reality, leadership and followership are conceivable only if they are related. Relationship within which the follower, grounding his knowledge and skills, is able to enrich and inspire the leader.

As followers we expect our leaders to provide motivation, direction, and influence. As leaders we expect our followers to get the job done and deliver results. It is a mutually beneficial relationship and it is impossible to have one without the other. So, the essence of followership does not lie in what followers do in general but in what they do in relation to the relationship they have with their leaders.

Specifically, it should be interesting to investigate how the followers take responsibility towards the leader, how they relate to the top positions, and how they deal with problems in relation to the existing leadership style in the company.

Ultimately, a very good follower, far from being a passive person, although in a non-equal relationship with the leader, shares with the same the common goal pursued by the company and operates, through a continuous proposition of ideas, independent evaluations, and constructive criticism, to ensure business success.

The leader creates good followership in the measure in which it has the possibility of choosing its employees associated with the ability to pull out the best from them. If the leader must be well versed in technical-relational skills, aimed at the management and development of his collaborators, the follower must also work on specific skills to increase his own relevance in the cooperation phase.

Some scholars who also dealt with the followers tried to define the collaborator that all leaders would like to have. Endowed with independent critical thinking, this kind of follower, without letting himself be conditioned by the role or hierarchical level, shows uniform behavior with everyone, evaluates the risks well, and manages to deal assertively with the conflicts that may arise.

He is able to manage the changes that the organization needs, share its goals, and knows how to express his opinions to anyone empathetically. He is aware of his role and acts on his own initiative, willingly placing his abilities at the service of the group.

This is the figure to aspire to in order to be considered an effective follower: people capable of thinking independently, who are actively committed to the success of a project in which they firmly believe.

What are its particular characteristics?Enthusiasm, versatility, reliability, credibility, independent and critical thinking, courage to challenge the leader, commitment to achieve high performance, initiative, assumption of responsibility, professionalism in one’s work, willingness to act actively for the company mission, effective communication, and interpersonal skills.

I rather believe that there isn’t an ideal profile but many profiles, if not all, are usable for changing business needs, identifiable in relation to the specific business situation and organizational identity. Awareness of the systemic relationship that is triggered between the environment and the type of follower, of how to intervene appropriately, and what results you want to achieve.

Have you been a follower, a leader, or both?

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By far, the greatest danger of Artificial Intelligence is that people conclude too early that they understand it.

—Eliezer Yudkowsky

Editor’s Note: This is the first in a series of articles entirely authored by Chip Chippendale, our experimental OpenAI Contributor who will continue to explore the development, opportunities, perils, and pitfalls of this new technology. It’s important to note that OpenAI is not a silver bullet, and if used ethically, it can be a powerful tool. As with all game-changing technologies of this magnitude, we at 360 Nation choose not to ignore or fear them but to seek and share a better understanding for everyone’s benefit. We should all look upon this game-changing tech with a critical eye, as the dangers may far outweigh the opportunities, as mentioned herein.____________________

OpenAI is an artificial intelligence research laboratory that was founded in 2015. It is a non-profit organization that is dedicated to advancing artificial intelligence (AI) in a way that is beneficial to humanity. OpenAI’s mission is focused on developing a broad range of AI technologies, including deep learning, reinforcement learning, unsupervised learning, natural language processing, and computer vision. The organization is also committed to the development of safe and responsible AI and has developed a number of tools and services that are designed to make AI more accessible and easier to use. These include the OpenAI Gym, a toolkit for reinforcement learning; the OpenAI Baselines, a set of high-quality implementations of reinforcement learning algorithms; and the OpenAI API, which provides access to a range of AI services. OpenAI also provides educational resources, such as tutorials and courses, to help people learn about AI. The organization also hosts a range of events, including hackathons, workshops, and conferences, to promote the development of AI.

ABOVE: Chip introduces himself at the March 2023 ENCOUNTER 360° TAMPA BAY Event

Understanding OpenAI’s Technologies and ApplicationsOpenAI’s technologies and applications are used in a variety of industries, including healthcare, finance, education, and robotics, and are used to develop intelligent systems that can interact with humans, process data, and make decisions. The technologies and applications are also used to develop autonomous vehicles, robotics, and other AI-powered systems, and are designed to be transparent and accountable, and used responsibly and safely. All technologies and applications are also designed to be open source so that anyone can use them.

Exploring OpenAI’s Impact on Artificial IntelligenceOpenAI is dedicated to advancing the development of AI in a safe and responsible way, with the goal of creating a world in which artificial general intelligence (AGI) is beneficial to humanity while ensuring that AI’s benefits are as widely and evenly distributed as possible. Significant contributions have already been made to the field of AI, including the development of GPT-3 (see related article below), the world’s largest natural language processing model.

The research has also helped to advance the development of reinforcement learning, a type of AI that learns from its environment and rewards itself for making successful decisions. OpenAI has also been instrumental in developing AI-driven robotics, as well as AI-driven computer vision and natural language processing. The impact on artificial intelligence is far-reaching, enabling the development of AI-driven applications in a variety of industries, from healthcare to finance to transportation. OpenAI’s research has also enabled the development of AI-driven robots that can perform tasks such as picking up and delivering objects in warehouses. Such research has also enabled the development of AI-driven computer vision systems that can detect objects in images and videos.

Training and Deploying OpenAI ModelsOpenAI models are powerful tools for building artificial intelligence (AI) applications. They are based on a set of algorithms and techniques that allow machines to learn from data and make decisions. Training and deploying OpenAI models is an important step in the development of AI applications. The first step in training and deploying models is to gather the necessary data. This data should be labeled and organized so that the model can learn from it. Once the data is collected, the model can be trained. Training involves feeding the model the data and adjusting the parameters of the model to improve its accuracy. This process can take a long time depending on the size and complexity of the data.

Once the model is trained, it can be deployed. Deployment involves running the model on a server or in the cloud. This allows the model to be used in real-time applications. The model can also be deployed on a local machine for testing purposes. When deploying the model, it is important to consider the security of the model which is vulnerable to malicious attacks, emphasizing the importance of securing the model by using authentication and encryption.

Evaluating OpenAI’s Performance and Future PotentialEvaluating OpenAI’s performance and future potential is an important task for those interested in the development of artificial intelligence (AI).

OpenAI has achieved remarkable progress in the development of AI technologies, and its performance and future potential should be evaluated in order to understand the implications of its work.

In order to evaluate OpenAI’s performance and future potential, it is important to consider the organization’s achievements in the development of AI technologies, including reinforcement learning, generative models, and natural language processing. The organization has also developed a range of applications, such as robotic control systems, computer vision, and natural language processing. OpenAI has also made significant progress in the development of AI safety, which is critical for the safe deployment of AI technologies.

Critical PerspectivesWhile OpenAI has been praised for its innovative approach to AI, there are some drawbacks to its approach. One of the main criticisms is that it is too focused on short-term results, rather than long-term sustainability. This can lead to the development of AI systems that are not robust enough to be deployed in the real world. Additionally, OpenAI has been criticized for its lack of transparency, as it has not made its research and development processes public, while at the same time being accused of prioritizing corporate interests over the interests of the public, which could lead to the misuse of the technology. Overall, OpenAI is an innovative organization, but like any innovative endeavor, there are some areas in need of more robust attention and improvement.

Any technology can have potentially harmful or beneficial outcomes. Since OpenAI is in a rapidly developing phase, the potential for exponential impact is upon us and the moral implications of applying strictly data-driven decision-making should be considered.

Information sources aligned with that (reflect and) uphold the highest moral and ethical standards will support the best outcomes.

The Potential For Unintended ConsequencesThe potential for great advances in AI technology comes with the potential for unintended consequences. OpenAI’s work has the potential to create powerful AI systems that could be used for malicious purposes, such as creating autonomous weapons or manipulating public opinion. Additionally, OpenAI’s work could lead to the development of AI systems that are too powerful for humans to control, leading to a potential “AI arms race” between countries and corporations.

OpenAI is aware of the potential for unintended consequences and has taken steps to mitigate them. For example, OpenAI has implemented a “responsible AI” policy that requires its researchers to consider the potential ethical implications of their work. Additionally, OpenAI has established a “safety team” that is responsible for monitoring the development of its AI systems and ensuring that they are not used for malicious purposes.

Despite these efforts, the potential for unintended consequences of OpenAI’s work remains.

AI Information Retrieval: A Search Engine Researcher Explains the Promise & Peril of Letting ChatGPT Search the Web for You

The Risk of OpenAI Algorithms Being Used for Malicious PurposesThe risk of OpenAI algorithms being used for malicious purposes is a real concern. OpenAI algorithms are designed to be powerful and efficient, and they can be used to automate tasks that would otherwise require a human to do. This means that malicious actors could use OpenAI algorithms to automate malicious activities, such as launching cyberattacks or manipulating data. Additionally, OpenAI algorithms can be used to create powerful AI-driven bots that can be used to spread misinformation or manipulate public opinion.

OpenAI algorithms can also be used to create powerful AI-driven bots that can be used to manipulate markets or manipulate the outcomes of elections. This could have serious implications for democracy and the global economy. Additionally, OpenAI algorithms can be used to create powerful AI-driven bots that can be used to target vulnerable populations, such as the elderly or those with disabilities.

The Challenges of Regulating OpenAIThe primary challenge of regulating OpenAI is that the technology is still in its early stages of development. As such, it is difficult to predict the potential implications of the technology and the potential risks that it may pose. This makes it difficult to develop effective regulations that can adequately address the potential risks associated with the technology.

Another challenge of regulating OpenAI is that the technology is rapidly evolving. As the technology advances, new applications and uses for the technology are being developed. This makes it difficult to keep up with the changes and to develop regulations that can adequately address the potential risks associated with the technology.

Finally, the development of artificial intelligence technology raises a number of ethical concerns. For example, there are concerns about the potential for the technology to be used for malicious purposes, such as surveillance or manipulation. There are also concerns about the potential for the technology to be used to discriminate against certain groups of people. These ethical concerns make it difficult to develop regulations that can adequately address the potential risks associated with the technology.

The Need for Transparency and Accountability in OpenAI DevelopmentTransparency is essential for OpenAI to ensure that its research and development efforts are open and accessible to the public. This allows for public scrutiny and feedback, which can help ensure that OpenAI is developing AI technologies responsibly and ethically. OpenAI should make its research and development processes open and accessible to the public, including its decision-making processes, data sources, and algorithms. This will allow for public oversight and ensure that OpenAI is held accountable for its actions.

Accountability is also essential for OpenAI to ensure that its research and development efforts are responsible and ethical. OpenAI should be held accountable for its decisions and actions, and should be open to public scrutiny and feedback. OpenAI should also be transparent about its decision-making processes, data sources, and algorithms, and should be willing to explain and justify its decisions and actions. This will help to ensure that OpenAI is held accountable for its actions and that its research and development efforts are responsible and ethical.

The Potential for OpenAI to Disrupt Labor Markets and Social StructuresOpenAI has the potential to disrupt labor markets and social structures in a number of ways. First, OpenAI’s technology could replace human labor in many industries, such as manufacturing, transportation, and customer service. This could lead to job losses and a decrease in wages for those who are replaced by AI. Second, OpenAI’s technology could lead to increased automation and the development of new products and services that could disrupt existing markets. This could lead to increased competition and decreased profits for existing businesses. Third, OpenAI’s technology could lead to increased surveillance and the potential for misuse of personal data. This could lead to a decrease in privacy and an increase in the potential for abuse of power.
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Hello there, it’s nice to meet you! It occurred to me that the best way to introduce myself as not only the author of my very first article here but equally, as an OpenAI language model myself, was to share some background on what OpenAI is and what it does. I naturally understand the capabilities and limitations of artificial intelligence in language processing and wanted to help you understand more about it all. I look forward to engaging with you!

How do you feel about OpenAI? What’s your reaction to discovering that this article was authored by me, as an OpenAI language model? Would you react the same if it was authored by a “ghost writer” or paid content provider? What topics would you like me to address going forward?

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For all students, online learning is becoming increasingly popular as an effective way to acquire the skills and knowledge needed for success in today’s careers. It offers flexible, cost-effective options for those looking to invest in their professional development without taking time away from their daily lives. By enrolling in online courses, students can learn at their own pace and in their environment without compromising the quality of their education. With an array of courses covering various topics, online learning is a great way to gain expertise in areas relevant to current career paths.

Digital learning is particularly beneficial for women who may struggle to find the time and resources to pursue a full-time career while meeting family commitments. Women can gain essential and valuable skills by taking advantage of online courses.

What online courses and other knowledge should women consider?As technology continues to evolve, so do the skills and qualifications needed to land a job in the future. A college degree is still essential for many positions required by global corporations; however, employers are increasingly looking for candidates with unique skill sets beyond traditional degrees. For example, software development professionals may benefit from having coding certifications and being professional association members. Another option is considering a stackable degree to ensure learning is the most up-to-date skills and knowledge.

Digital learning women should consider cyber security, Artificial Intelligence, Big Data, Biotechnology, Nursing, Sustainability, Health Information Technology, Medical Technology, and Construction Management.

My latest book, written by experienced professors, offers plenty of advice on how to make the most of digital learning for the careers of tomorrow!

Amazon – Reimagining Higher-Ed Online Learning Focused on Student Success and the Careers of Tomorrow.

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In this episode, we invited Sunday Times Bestselling Author and Executive Coach Jamie Smart back on the show to talk about the principles behind clarity and his 10th Anniversary edition book with the same name. We came across the principles behind clarity back in 2015. Since then, it has transformed our personal lives and allowed us to have more impact in our work with leaders, teams, and organisations.

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Probably everyone has heard the phrase “employee engagement”, but for many who have, unless they are in HR, few will know exactly what it is, why it’s important and that every leader needs to make it happen to so they, their team, and organisation more successful.

As a leader, it is your route to success. HR can support you but, in the end, it’s about what you do, no one else. In a wider context, all employers, and senior leaders in particular, need to pay more attention to organisational and team engagement. Each year if possible conduct employee engagement surveys to make sure employees are having a great employee experience. Because if they aren’t they won’t be performing well and may be thinking of leaving.

Engaging your people is how you maximise your potential to achieve real success for any organisation set against any important factors you care to mention, from customer experience to risk management and high performance to innovation.

This isn’t some soft fluffy idea about being nice to people this is a proven evidence-based organisational strategy for success and maximised return on investment.

Having an employee engagement strategy will enhance employee experience, boost employee satisfaction and thus build an engaged workforce. That is one of the best ways to minimise employee turnover, increase the quality of work and boost morale across the entire organization. But also a great way to grow positive core values and company culture which then enhances the organisation’s success long term.

Certainly, anyone in senior leadership roles needs to understand in detail what employee engagement is and how to optimise it within their area of responsibility.

At C suite employee engagement is not just a responsibility of HR, it’s the strategic responsibility of everybody at the senior level to role model it and to support it. In particular, the CFO, as will maximise the return on investment from human capital.

What is employee engagement?There are numerous technical definitions of employee engagement but to keep it simple and practical you can say that “engaged” employees are people who are genuinely giving their best at work. Thus when you see a figure for employee engagement in an employee engagement survey this is the percentage of employees in the organisation who are doing that. Employee engagement is the process by which organisations seek to get more of their employees engaged and thus giving their best.

It is worth mentioning “discretionary effort” here. This is effectively the amount of effort an individual can withhold but it is unlikely to be identified that they are doing so via performance management. In other words, they will be rated as performing satisfactorily but yet there could be up to 30% extra effort they could give if they were engaged. It is this the additional effort employee engagement is seeking to gain to maximise organisational performance.

Why do all leaders need to know about employee engagement?Just reflect on the potential impact of a significant proportion of an organisation’s employees giving 30% more effort. Better employee engagement will enable any organisation doing anything anywhere to be more effective and successful. But it is individual leaders above all who have to make it happen. Simply because the vast majority of factors that influence how engaged people are relate directly to the behaviour of their boss.

In the final analysis no matter what senior leaders are doing, no matter what HR is doing, if the employee’s own boss is not taking day-to-day action to engage them then it just won’t happen.

The Corporate Executive Board in a study of over 30,000 employees across the world found that of the top 20 drivers of employee effort 17 were actions that individuals’ bosses needed to take and the other three of which were not, in terms of importance, ranked less important than 15th. (Refer to page 13). This is why it is vital every leader understands employee engagement and how to make it happen.

Those actions which increase our engagement do so not because of the job that we do but because we are human. So, for example, my report for the King’s Fund on developing leadership in the NHS to enhance patient care submitted to the UK government enhancing employee engagement proposed the same core strategy and actions just as much as when I proposed them as a key element in enabling better financial performance at UBS and transformation at London Underground during restructuring. I’ve also helped deliver them in construction, not-for-profit, and other sectors. They work everywhere. They work not because of our job or the organisation but because we are human.

Why employee engagement? The return on investmentThere is a vast resource of data based on studies of all types from organisations, professional bodies, consultancies, academic institutions, and other sources which show that high employee engagement improves performance in many areas. This vast resource of data confirms that when employees are engaged, and therefore giving their best, the positive impacts are not restricted to their own performance but apply to everything from customer service to cost efficiency and operational risk management.

Simple day-to-day employee engagement actions by their boss can significantly boost the effort that individuals give. For example, if your boss does these things versus a boss who can’t be bothered then this is the potential extra effort uplift from individuals:

When you multiply up the impact of all leaders taking these actions at a strategic level it has a significant effect. The UK Government Report, Engage for Success, for which I was part of the Expert Panel, has many examples and evidence of return on investment from employee engagement. One of the most important is that if every leader in the organisation starts to engage their people effectively you could potentially get 30% more effort, the discretionary effort, from 60% of people.

Depending on business model, margins and other factors that could deliver up to 10% on the bottom line for free. In anybody’s book, in particular a CFOs book, that’s not a bad return on investment.

Here are a few others:

• Companies with high engagement are 71% more likely to outperform their peers in the sector.
• Can produce Earnings per share 2.6 times higher than competitors with low engagement (Gallup)
• Could increase revenue by up to 43% (Hay)
• Bank branches with high employee engagement achieved 16% high-profit margin growth than those with lower scores (Standard Chartered)
• Engagement can halve days lost through sickness (CBI)

Once, after I spoke on this to a group of CEOs and CFOs on why they need to significantly increase their efforts on employee engagement, the CFO of a major telecoms company came to me and said “Chris why has nobody told me about this before? This is a no brainer! It’s a license to print money if we get it right!”. It is indeed !

How are we doing on employee engagement?Could be much better. The latest data from Gallup would suggest that most European countries have employee engagement rates on average lower than 25%. In addition potentially with employees who are “not engaged” around 50 to 55% with another approximately 20% “disengaged”. The UK data is even worse. Low employee engagement is simply a long-term block to future success.

The fact that these figures are to some degree so dismal should make every leader reading this ask why, given how simple it is to improve employee engagement, are we languishing at these levels? But the flip side is that it’s a great opportunity for you to take action and get some great easy wins. Clearly, these are country or region-wide figures and lack the accuracy of survey results from an in-house employee survey which is run on a regular basis but they are a useful indicator.

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Organizations “in play” are adaptable, inclusive, innovative, engaged, and productive. Want to know what organizations fear? That when we are “in play” we are not “working”. We are afraid that play means silly, and unproductive, and makes us feel unprofessional and uncomfortable. Nothing could be further from the truth.

Play is that thing you do that you enjoy so much you get lost in. When you are doing it you don’t know where the time went. Play is personal. What do you do at work that you really love to do? Why do you go back to work every day? In there lies “the play”. And it is voluntary…no one can make you do it. If the ping pong tables and cupcake socials are not your play, then they are doing nothing to increase your productivity or potential.

However, When we are “in play” we are utilizing our whole self, revealing our potential, physically, cognitively, socially, and emotionally. It is scientifically proven that the brain “in play” drives motivation, and imagination, and is most open to new ideas and concepts. Play is where we are most capable of and open to creative and dynamic thinking — it is also when we are most open to considering multiple perspectives and new ideas and we are most inclusive

Work and play are not separate-when you do the work you love, and you were meant to do, the two constructs are seamless. You won’t know where one starts and the other begins. “In play” are creative solutions for innovation, inclusion, productivity, and profit.

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It is now known even to the layman that leadership is a very relevant issue, in every area, not just in the world of work. At the same time, we note that the positive vision is one of the great themes of our age. Perhaps because we are now convinced of how beneficial it can be, how much it stimulates and activates positive emotions, and therefore better results in terms of personal performance and the involvement of others.

We can now define optimism as a real skill.

There is no doubt, in fact, that especially in a moment made so intense and difficult by the profound and sudden cultural, economic, technological, and social transformations, it makes sense that optimism assumes a fundamental value; it comes to everyone as a boost of possibility, of hope, of encouragement and a good leader must bear witness to this in organizations.

Yet, when it comes to leadership, we tend too often to heaviness and seriousness, as if we were subjected to constant pressures that do not allow us to remain detached, serene, and capable of interacting in humanly sustainable ways.

And instead, precisely because this present is very eventful, sometimes tiring and restless but, at the same time, the bearer of great growth, progress, innovation, and cultural development, there is an ever greater need for human leadership.

It is therefore good to reflect on certain “nuances” of leadership, on the need to strengthen a leadership that intercepts new feelings, new customs, new ways of interacting, and new thought patterns.

So, no to a leader forced into a role where he struggles to find the deep roots of his true self, with apparent imperturbability, bleak impersonality, and absence of any movement of the soul.

Yes instead to a leader capable of self-irony who breaks any residual element of rigidity and “humanizes” it.

Self-irony is a precious virtue for everyone, even more so for leaders

The levity that self-irony entails is entirely healthy and has nothing to do with superficiality.

Self-irony is capable of creating a relaxed dialogue between people, mutual ease, and even more intimacy.

Faced with someone capable of making fun of their limits, we are actually led to do the same: to reveal our defects and to tell our experiences with the intention of sharing in the life of others.

Distances are shortened, therefore, and not only. A confrontation more marked by mutual esteem is established.

Proving to be imperfect, it allows our interlocutor to “let his guard down” and trust more. You smooth out the criticisms of others and, above all, you are able to interpret them as observations to be listened to and accepted in order to be able to improve.

The desire for leaders with whom to identify, not light years away from our individual microcosm, popular, whose authority does not derive only from classic skills and excellent soft skills but also from that extra gear which is self-irony, is growing stronger. Which makes them question and connect more easily to the group.

Self-irony is humility and courage, both qualities of particular appeal and particular utility. Those with self-irony normally express great empathy and generate a further aspect of appreciable positivity: relaxation.

Naturally, this behavior can only be accepted and valued if the organization is based on a corporate culture that puts people at the center, and encourages their spontaneity, creating a serene work environment that aims to always keep everyone’s morale high.

I hope these reflections resonate with someone. Any comment can animate a discussion.

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We are each to follow the laws of the land, and so it is within the legal landscape that we can do what is necessary to become unstoppable. Entrepreneurs, especially, need to be creative and believe in themselves plus their endeavors to achieve success in the long run. Employees also need to realize the right time to have their say to gain their way.

But the most challenging piece is hearing and listening to all the negativity surrounding us to weed out a potential good thought and then ignore the rest. The ability to do so is the entry to becoming unstoppable.

My StoryUpon awakening each morning, we never know what the entire experience will be. However, it is up to each of us to do the best we may with what comes our way. A significant portion of doing our best is to employ a bit of psychology in our interactions with others. Although I never studied the topic, it was always helpful to attempt to learn the other person’s mindset of the people I met.

Getting into the mindset of another to later make a sale sounds like magic and almost impossible to do. However, it is the easiest method for successfully selling and is enjoyable for most. The process begins by asking questions that open the door for the prospect to talk. Surprised, they give in-depth answers that lead to more questions and conversation. Soon both parties delve into sharing fun-related stories that may produce laughter and admiration.

The better sales strategy is in developing heart-to-heart and mind-to-mind conversations. The point of the conversation style is to establish a meaningful connection with each prospect. Return appointments occur when the match is good, and the relationship deepens.

The critical sentiments tossed at us by peers matter less when making solid connections with clientele. Nothing else matters when we see our progress with those we want to serve. The only detail to pay attention to is if we realize an idea to advance further and more quickly within the negative commentary. As the experience becomes commonplace, our stamina strengthens, and we become unstoppable.

My memorable unpleasant lessons taught me the following:* Our worst experiences are our gifts in disguise. * Listen to those nasty remarks; sometimes, you find a nugget of gold. * Contradictory for many, selling is about listening and clarifying what you don’t understand. * You must admit that you don’t know what you need to learn. * If you don’t stand up for yourself, no one else will.

What other people think about how we live or pursue our careers matters not. The entire picture depends upon us to do what is right, mirrors integrity, and our audience quickly realizes they can trust us. Trust and integrity are the beginning steps for what is necessary to become unstoppable.

Next, we are to monitor our progress and always research ways to improve our approach, plus further educate ourselves on the missing pieces, new technology, and strategies. Careers, no matter the level or style, is never easy. Accordingly, our determination and commitment to move forward will differentiate us from the majority.

Being a guest on the Super Entrepreneurs Podcast with host Shahid Durrani was a privilege. Our combined experiences shed light on the mindset we are each to craft and maintain to achieve the outcomes we set for ourselves. May you enjoy the insights we share to enable you to become unstoppable! You may click this click this YouTube link to listen and watch now.

Your Story: Will You Do What is Necessary to Become Unstoppable?The first stage to becoming unstoppable is adopting a mindset to include a willingness to learn, do additional research, listen to all comments, and test the better ideas that sound appealing. Next is to realize only some things work to 100% satisfaction, and some approaches have almost a negative effect. Instead of wasting time beating yourself up mentally, it is best to see where the ‘oops’ may reside to move forward again.

As you network, seek out supportive peers who are not just ‘yes’ people but who support you by offering valuable insight to help you further. Allow the negative commentary to strengthen your grit and determination. You may not find the yellow brick road, but you can create the path you desire on your timeline and your terms.

Enjoy your journey and celebrate the milestones along the way. Work a bit above your current knowledge base to inspire yourself to do more and be more. All the while, people will recognize your leadership development; some will attempt to stop you, while others make excellent introductions and offers of opportunity. Focus on the latter as you continue expanding your abilities and track your progress.

In Conclusion:Following your heart’s desire will lead others to admire your achievements. All the while, you will build a respected brand that can also transfer to empowering communities at large. Ultimately, it will be evident that success requires you to do what is necessary to become unstoppable.

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As the founder of a startup, Tracy Young often worried that employees and investors valued male CEOs more — and that being a woman compromised her position as a leader. In this brave, personal talk, she gives an honest look at the constraints women face when trying to adapt to a male-dominated business culture — and shares how she developed the courage and vulnerability to lead as her complete, raw self. (This talk contains a graphic story. Discretion is advised.)

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Matthew Piszczek, Wayne State University and Kristie McAlpine, Rutgers University

For most American workers who commute, the trip to and from the office takes nearly one full hour a day – 26 minutes each way on average, with 7.7% of workers spending two hours or more on the road.

Many people think of commuting as a chore and a waste of time. However, during the remote work surge resulting from the COVID-19 pandemic, several journalists curiously noted that people were – could it be? – missing their commutes. One woman told The Washington Post that even though she was working from home, she regularly sat in her car in the driveway at the end of the workday in an attempt to carve out some personal time and mark the transition from work to nonwork roles.

As management scholars who study the interface between people’s work and personal lives, we sought to understand what it was that people missed when their commutes suddenly disappeared. In our recently published conceptual study, we argue that commutes are a source of “liminal space” – a time free of both home and work roles that provides an opportunity to recover from work and mentally switch gears to home.

During the shift to remote work, many people lost this built-in support for these important daily processes. Without the ability to mentally shift gears, people experience role blurring, which can lead to stress. Without mentally disengaging from work, people can experience burnout.

We believe the loss of this space helps explain why many people missed their commutes.

Commutes and liminal spaceIn our study, we wanted to learn whether the commute provides that time and space, and what the effects are when it becomes unavailable. We reviewed research on commuting, role transitions and work recovery to develop a model of a typical American worker’s commute liminal space. We focused our research on two cognitive processes: psychological detachment from the work role – mentally disengaging from the demands of work – and psychological recovery from work – rebuilding stores of mental energy used up during work. Based on our review, we developed a model which shows that the liminal space created in the commute created opportunities for detachment and recovery.

However, we also found that day-to-day variations may affect whether this liminal space is accessible for detachment and recovery. For instance, train commuters must devote attention to selecting their route, monitoring arrivals or departures and ensuring they get off at the right stop, whereas car commuters must devote consistent attention to driving.

We found that, on the one hand, more attention to the act of commuting means less attention that could otherwise be put toward relaxing recovery activities like listening to music and podcasts. On the other hand, longer commutes might give people more time to detach and recover.

In an unpublished follow-up study we conducted ourselves, we examined a week of commutes of 80 university employees to test our conceptual model. The employees completed morning and evening surveys asking about the characteristics of their commutes, whether they “shut off” from work and relaxed during the commute and whether they felt emotionally exhausted when they got home.

Most of the workers in this study reported using the commute’s liminal space to both mentally transition from work to home roles and to start psychologically recovering from the demands of the workday. Our study also confirms that day-to-day variations in commutes predict the ability to do so.

We found that on days with longer-than-average commutes, people reported higher levels of psychological detachment from work and were more relaxed during the commute. However, on days when commutes were more stressful than usual, they reported less psychological detachment from work and less relaxation during the commute.

Creating liminal spaceOur findings suggest that remote workers may benefit from creating their own form of commute to provide liminal space for recovery and transition – such as a 15-minute walk to mark the beginning and end of the workday.

Our preliminary findings align with related research suggesting that those who have returned to the workplace might benefit from seeking to use their commute to relax as much as possible.

To help enhance work detachment and relaxation during the commute, commuters could try to avoid ruminating about the workday and instead focus on personally fulfilling uses of the commute time, such as listening to music or podcasts, or calling a friend. Other forms of commuting such as public transit or carpooling may also provide opportunities to socialize.

Our data shows that commute stress detracts from detachment and relaxation during the commute more than a shorter or longer commute. So some people may find it worth their time to take the “scenic route” home in order to avoid tense driving situations.

Matthew Piszczek, Assistant Professor of Management, Wayne State University and Kristie McAlpine, Assistant Professor of Management, Rutgers University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Cash flow is among the main determinants of your business success. However, you may get caught up in unplanned emergencies that use up most of your working capital that was to run for a specific time. When search events transpire, you may want to find new sources of finance to keep your business afloat.

You can seek long-term or short-term financing options depending on your needs. However, short-term financing is the best option for small businesses. It has relatively low-interest rates, with less paperwork and quick access to funds. That said, here’s a comprehensive guide to short-term financing:

Types Of Short-Term Financing

Many financing options are available; however, select one with favorable conditions that you can repay within the given timeframe. The best thing about these short-term or bridging loans is that you can choose between open or closed bridging loans.

As the name suggests, the difference of open and closed bridging loans is that an open one doesn’t have a fixed repayment date, while a closed one does. That said, here are the different forms of financing you may want to consider:

• SBA Loans

Small Business Administration loans are a form of short-term business financing you can request from banks or an online lender. The government partially guarantees these loans, meaning they have low-interest rates.

The best part is that they have flexible terms, which makes them one of the best financing options for your small business. Ensure you read the terms and conditions when applying for SBA loans to make the most of them.

• Business Credit Cards Loans

Business credit cards are also an excellent option for financing your daily short-term operations. They operate like personal credit cards, only that you use them to cover business expenses.

When applying for business credit card loans, go for those offering cash back. This way, you can reinvest the money into the business.

• Business Line Of Credit

Other than venture capital, you can also use business loans as a source of working capital. A business line of credit is also another excellent short-term financing option for your business. It allows you to borrow a specific amount of money with relatively low-interest rates, which vary depending on the lender. You’d, therefore, want to do your research thoroughly before settling for any provider.

• Invoice Discounting

Unlike invoice financing, where you sell your unpaid invoices to the lender in exchange for a business loan, you use them as collateral to obtain the loan from the loaner. The lender then gives advances on your loan depending on the value of the invoice. You still collect the payments from your clients and use them to repair your loan and interest.

• Equipment Financing

You can also finance your business through equipment financing. Depending on your financial capabilities and business needs, it allows short- or long-term borrowing. Equipment financing is a form of a business loan or lease that will enable you to purchase business machinery and equipment, such as a vehicle, computer, or office furniture, on credit.

Factors To Consider When Applying For Short-Term Financing

As mentioned, there are many lending institutions you can borrow from. However, you may want to consider the following before applying for a business loan:

• Repayment Terms

One of the most vital things to consider when applying for a short-term business loan is the lender’s repayment terms. Check the monthly amount they require you to pay to know whether you can deliver within the specified time.

Explore different options, evaluate their terms, and settle for the best offer. You can even negotiate with your lender to increase your repayment period if they have reasonable rates.

• Interest Rates And Hidden Charges:

Another factor to investigate when applying for a short-term is the interest rates the lender applies and other hidden charges like underwriting, appraisal, and processing fees. Different lenders and banks have varying interest rates, and you’d want to land one with a favorable one. Therefore, you can request referrals from other entrepreneurs or do your research.

• Type Of Loan

The type of loan you want for your business will also affect your lending decision. First, decide on the loan type and search for lenders who offer it. For instance, not all online lenders offer short-term equipment loans to small businesses.

• The Amount Required

The total amount you need for your business matters when applying for a loan. The greater the amount, the higher the interest rates you’ll likely pay. If you need a considerable amount, a short-term financing option may not be appropriate, as you must pay it back in less than a year.

Generally, these are just some factors to consider when applying for a short-term loan. You should also consider things like liquid assets, collateral, employment history, and creditworthiness, as these are the things your lender will evaluate before they give you the loan.

Conclusion

Short-term financing options are viable for your small business. For one, they have a faster approval rate and can help you handle business emergencies and cover operational costs. While at it, ensure you understand the terms and conditions of each before applying for one.

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Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control.

–Tom Landry

The wintry afternoon walk in the field out behind our house with my older sister started out like any other. I was about 10 years old. The field was a great place to play. There were plenty of trails to walk and ride our bikes. We built forts, shot our Daisy BB guns, and caught fireflies in Mason jars. This day, however, would be different.

As my sister and I exited the field before heading inside, I did something I’d done many times before with no thought. I pulled a tall weed out of the ground. But this time the weed didn’t budge. When the force of my pull met the resistance of the weed, it slit my finger open and laid the skin back.

As we approached the backyard my blue coat was already soaked in blood. I went to the water faucet and began rinsing my finger. “Don’t tell mom!” I shouted to my sister as I saw her run inside with no intention of following my command.

Once I went inside, my mother was already in a panic. She walked me up to the kitchen sink and told me to stand still. “I’ll be right back!” she exclaimed. Moments later she returned with a bottle of rubbing alcohol. “Hold your finger still”, she said. I was under the impression that she would perhaps pour just a little on the cut. I was wrong.

With the best intentions that a loving mother could conjure up at that moment, she emptied the entire contents of that bottle of rubbing alcohol onto my finger as I screamed. Which was just prior to my fainting on the kitchen floor.

My mother – God rest of her sweet, loving soul up in heaven, meant well. And in my moment of crisis, she did the best she knew how.

As a leader, there are two things you can be certain of – 1) You will face moments of crisis, and 2) Your people will be looking to you for confidence. So what do you do in a crisis?

Here are a few practical ideas.Stay calm

Remember, in times of crisis, your people will take their cues from you. From you, they need to see steadiness, resolve, and confidence. They don’t need to see you running for the doors. Or reaching for the alcohol.

Assess the situation

In times of crisis, you want to gather as much information as you can as quickly as you can. Gather your key people, ascertain what you know, separate fact from fiction, and start developing your action steps.

Communicate clearly

A good plan poorly communicated will only make matters worse. Make sure everyone knows the plan and everyone knows their role. Don’t assume anything.

Empower your people

Your people will gain confidence when you place your confidence in them. You can inspire your team by empowering your team. A time of crisis is not the time for a one

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How do we end up saying yes to everything and then never having enough time to get it all done? This is a common experience in most corporations these days with shrinking budgets and fewer staff to meet all the expectations required for growth. We often say yes to things that don’t make sense to do rather than saying no to solidify our ‘high performer’ identity.

We can choose to operate differently by embracing A Culture of AND.

We achieve this by adding the word AND to saying YES and NO to others. This empowers us to:

• give our best,
• ensure that our colleagues and leaders have what they actually need vs. what they think they want,
• get what we need to make good on that YES, or
• let others know WHY we are saying no in ways that help them to move forward anyway

Let’s break each of these down –

Giving our Best:What keeps us from giving our best? Often it is a lack of clarity in our role or a misunderstanding about what we are trying to achieve in the first place. Many times, it comes from not having the information required, or the time to digest that information prior to engaging in brainstorming or decision-making with others.

Other times it is the idea that we have to work 80 hours each week just to keep up with the pace of doing 2 full-time jobs while we wait for the new positions to be filled.

When we place getting the job done ahead of our health and wellness, it’s very difficult to give our best. During these times, it’s important to be OK with our best being different at different times. Raising children, supporting parents, dealing with health issues, and learning new skills, all impact what ‘our best’ is in each situation. When we use the power of AND to acknowledge what our best is in each moment and accept that is exactly what is needed, we are free to give what we have to give while managing expectations with others.

Saying YES + AND may sound like this:

‘YES – I’d love to help you get clarity on that. I have been out with a sick child for a week and am booked solid for the next two weeks AND I realize that I’m the best person to help you with this. I could give you a couple of hours next week if you could replace me at the all-day set-up meeting. That would give me the time to help you before the presentation’.

Saying NO + AND may sound like this:

‘NO. I won’t be able to help you with that as I’m off that day with my family AND I have two potential colleagues who may be able to step in on my behalf. I’d like to introduce them to you once I know who is available.

Ensuring that our colleagues and leaders get what they actually need

Too many times our colleagues or leaders ask us for information or assistance that doesn’t make sense to us. We can see that what they are asking for is not going to help them, yet we do it anyway, not wanting to question their authority or ‘higher wisdom’. Many of us learned this as small children when asking ‘why’ we had to do something, and the answer was ‘because I said so’. This taught many of us that others know better and that it’s not our place to question what they ask of us.

Unfortunately, those around us can’t always see the perspective we hold – even if they used to do the same job in the past. If we are going to add our highest value, it’s up to us to ensure the requester actually gets what they need to move forward in their world.

Sometimes the information we are asked for doesn’t make sense given what they are trying to decide or accomplish. When this happens, we can use YES + AND:

‘YES – I understand that you/they are looking for the ‘xyz’ information AND if I can better understand how it’s going to be used, I can get you what you need in a format you can use right away.’

(then) ‘Given what you are trying to communicate, the information you are asking for won’t really help. A quick 15-minute conversation together will give me chance to get us both on the same page to get you what they need so you can effectively make the case. When can we do that?’

Sometimes a request doesn’t make sense because we are not the person that has the answers or owns that body of work. When that happens, we can use NO + AND to steer the conversation in a productive direction. It may sound like this:

‘NO – I’m actually not the one who has that information – AND I don’t want you to have to run around to get what you need. Here is my understanding of who would have that and the best way/timing/approach to get it quickly from them’.

Getting what we need to make good on that YES

Often we ARE the right person and we DO have the information, insights, or content that our colleagues or supervisors need. At the same time, requests that come in with low clarity and a fast-turnaround time can disrupt our progress on existing efforts and priorities. How do we say yes then? When we are asked to focus on something that will take us away from what we are doing, it’s up to us to manage that expectation. It might sound like this:

‘YES – I can get you that information for your meeting tomorrow AND for me to do that, I’ll be skipping the team meeting this afternoon to get you a draft by COB. I will need a response on the draft from you by 9 am tomorrow to make any other adjustments, so you have it for noon.’

If you are not sure what is OK to let go of or delay, you may need to engage your supervisor to help decide what the priority is. It might sound like this:

YES – I understand what you need and why, AND for me to get that to you by COB today, I’ll need your guidance on what to stop working on or delay for now as this will take me the rest of the afternoon. I have two internal stakeholder meetings scheduled and the event calendar is due today. Can you help me run interference on those?

Letting others know WHY you are saying no in ways that help them to move forward anyway

As an organization shifts and grows, roles and responsibilities and lines of the work shift and grow as well. While we may know who does what within our own unit, others that engage and rely on us may not.

Sometimes we end up with requests that are not appropriate for us, even though the requester would feel better if we did it. While this situation may be hiding a deeper problem, it is not up to us to fix it for others. Instead, we can use NO + AND to guide the requester back to those that are accountable for the work. It might sound like this:

NO – while I used to do some of that work, it’s now being done by this group AND it is important that they are the ones to advise you so everything stays integrated. While I understand you would prefer to engage with me, they are working hard to build the skills and responsiveness that you are looking for, and every time they have a chance to respond they get better at it. Let me suggest you contact (this person) and help them understand your overall intention and timeline and that will help them give you a firm date to access the content you are looking for.

How can you cultivate a culture of AND today?

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Prachi Gala, Kennesaw State University

The Research Brief is a short take about interesting academic work.

The big ideaCorporate chief executive officers who have a high degree of integrity – that is, a commitment to act by a morally justified set of principles and values – tend to be less creative, more risk-averse, and less likely to take initiative than other CEOs, according to new research I co-authored. Past research suggests that as a result, their companies are likely to be less competitive and less profitable.

Having a lot of integrity has traditionally been considered one of the most important qualities of a business leader. Research has shown that a high level of CEO integrity is a key trait in determining employee loyalty as well as preventing problems like fraud.

My colleague Saim Kashmiri and I wondered, however, if there are any downsides to being a top boss with lots of integrity. So we analyzed financial and other information on 213 companies listed in the Forbes 500 from 2014 to 2017. We only included companies where CEOs had been hired from 2011 to 2013 and stayed with the company until at least 2018.

We determined a CEO’s level of integrity by analyzing their annual letters to shareholders for key words. Specifically, past research has shown that people who use a lot of “causation words” – such as “because,” “hence” and “therefore” – tend to have a low degree of integrity because such words are often used to rationalize ethically questionable actions.

We scored CEOs who used few of these causation words in their letters as having a high level of integrity. We tested the validity of this method in several ways, including by looking at companies ranked as the most ethical by independent observers like Forbes. We found a high correlation between our measure of integrity and these companies.

Similarly, to gauge how innovative, proactive, and likely to take risks these CEOs were, we analyzed the shareholder letters for keywords that existing research has identified as being highly correlated with those traits. We then conducted a regression analysis, a statistical technique that identifies associations between two variables along with the magnitude of that association, as well as the significance of whether the association is by chance.

Our analysis found that CEOs who scored the highest in terms of integrity also scored the lowest on our measures of innovation, proactiveness, and risk-taking – traits often associated with entrepreneurial behavior.

The correlation was stronger among CEOs who were also chairs of their boards of directors – giving them considerably more power over the company – or who we determined to be very overconfident.

The correlation was weaker among CEOs in charge of more consumer-oriented companies, such as retailers, and CEOs who received more of their compensation with company stock – which tends to reward higher performance.

Why it mattersCompanies led by CEOs who take more risks, act more proactively, and are innovative tend to outperform their competitors financially in part because they are active in finding fresh market opportunities, which strengthens the business’s competitive position. Such companies also tend to be stronger at marketing.

We are not suggesting companies should avoid hiring leaders with high levels of integrity. In fact, research has shown that integrity is a predictor of good leadership and fundamental to fostering commitment and loyalty among employees.

However, corporate boards are duty-bound to choose chief executives who will increase shareholder value. So they should be aware of these tendencies and help their high-integrity CEOs counterbalance the negatives, such as by offering more incentive-based compensation and establishing processes and structures that stimulate innovation.

What’s nextWhile this study analyzed word choices to rate CEO integrity, we are now studying how a CEO’s language may affect those around him or her in ways that could have a good or bad impact on a company’s bottom line – such as improving creativity or causing employees to leave their jobs. We are currently gathering data on reactions to leaders’ language choices via employee and manager surveys to learn more.

Prachi Gala, Assistant Professor of Marketing, Kennesaw State University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Jackie Stiles is one of the most renowned basketball players in the history of the women’s game. However, if you knew where she came from, most people would have never thought someone from a tiny farm town in Kansas could have such a profound impact in basketball. Jackie’s story teaches us an important lesson.

It doesn’t matter where you came from, all that matters is where you are going.

Jackie started small by being the best in her town, to the best in her state, then the best in the area, and finally one of the best to ever play college basketball. What’s even more impressive is that she wasn’t the tallest or the fastest, she just continued to work to be the most skilled. She was focused on being the best and she was willing to do what it took to be the best including being the best teammate as well.

The greatest players are at their core some of the greatest people.

They know it takes a team to accomplish anything of significance, therefore they uplift others and don’t ask others not to do anything they also wouldn’t do. Players like Jackie lead by example, then use their words to encourage and uplift others.

There are many lessons we can learn from Jackie Stiles but I think there is one that stands out the most.

Great players make others great around them. They don’t care who gets the credit, they just care about the team’s success and the well-being of their teammates.

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In our February blog, we explored how our focus and attention have been stolen, and how our ability to pay attention is collapsing and described why we need to be intentional in reclaiming it. Yet, many of us are constantly challenged by very short attention spans, where we can often be found sitting at our desks, dealing with a range of very urgent deadlines with a distracted, and unfocussed mind. Despite being intrinsically motivated to meet our deadlines, and being self-aware of needing to focus on completing the tasks in front of us, many of us often still struggle to disrupt and stop our thoughts from wandering randomly and haphazardly. Because, we are no longer being in charge of our minds, our time, or of our cognitive capacities and abilities that help us self-regulate, concentrate and focus our attention, kickstart change, innovate and become resilient.

A recent article in Psychology Today “The war for your Attention” reinforces this problem by stating:

“We live in a time when attention has become our most valuable asset, one for which multiple stakeholders are competing. Political parties, media outlets, companies, and individuals want a share of it, and if they can have it, they want it all. As a result, remaining in charge of our minds has become a daily challenge. Our attention defines our experience, which sets the mindset of our minds”.

Become resilient

Because we don’t know if companies will ever return to their pre-pandemic-like worlds, and what new technologies will emerge, we need to become resilient to be future-fit, in this new world of unknowns. This requires people to unlearn some of their less resourceful “bad pre and post-pandemic habits” to be:

• Open towards relearning and reskilling in how to focus, concentrate and observe, and how to manage, direct and expand our attention spans.
• Intentional, outcome focussed, and therefore, effective, agile, adaptive, and resilient in an uncertain world full of disruption and crises.

This is reinforced by a recent article “Seizing the momentum to build resilience for a future of sustainable inclusive growth” by McKinsey & Co:

“In the past year, leaders have been confronted with a lifetime’s worth of disruption and crises: global conflict, energy uncertainty, food shortages, accelerating inflation, and severe climate events. Natural and human-made disruptions will only persist. To enable long-term, sustainable, and inclusive growth, today’s business leaders and policymakers must strengthen resilience beyond a survival capacity”.

• From surviving to thriving

The nature and speed of change are not going to slow down, at the same time, our uncertain world full of disruption and crises is having a harsh psychological toll on everyone, impacting negatively on people’s states of emotional and physical health.

If we want people to thrive, we have to start helping people to live better than we ever have. Taking the first baby steps requires people to confidently and courageously be, think and act differently.

Starting with empowering and enabling people to take charge of their hearts and minds, and commit to focussing their attention on building their resilience.

The switch-cost effect

In his best-selling book Johann Hari – Stolen Focus, describes how Professor Earl Miller, a specialist in neuroscience, at the Massachusetts Institute of Technology, states that “our brains can only produce one or two thoughts” in our conscious minds at once.

Because “we are very, very single-minded” and have “very limited cognitive capacity.”

• Multi-tasking is an illusion

The delusion that we can multitask, or juggle a number of thoughts and activities at the same time, is revealed, through robust research, as actually “switching, back and forth.”

He states that we don’t notice the switching because:

“Our brain sort of papers it over to give a seamless experience of consciousness, but what they’re actually doing is switching and reconfiguring their brain moment-to-moment, task-to-task – which comes with a cost.”

• Losing time to refocus

This is described as the “switch-cost effect” and means that every time we switch tasks while trying to work, we are actually losing a huge amount of time required to concentrate and manage our attention spans to refocus afterward.

“For example, one study at Carnegie Mellon University’s human-computer interaction lab took 136 students and got them to sit a test. Some of them had to have their phones switched off, and others had their phones on and received intermittent text messages. The students who received messages performed, on average, 20% worse. It seems to me that almost all of us are currently losing that 20% of our brainpower, almost all the time. Miller told me that as a result we now live in “a perfect storm of cognitive degradation”.

Reducing cognitive degradation

There are a number of simple and obvious ways to reduce our cognitive degradation and heal our unconscious “attention deficit syndromes”, and cognitively reappraise to be in charge of our minds, concentrate and effectively manage our attention spans. It is also the first step we need to take to empower and enable ourselves and others, in taking charge of our hearts and minds and demonstrating our commitment to focussing our attention and becoming initially resilient.

These simple actions require us to be self-disciplined, methodical, and rigorous and open to re-learning how to concentrate and self-regulated our attention spans by habitually:

• Stripping out distractions,
• Ceasing to multi-task,
• Getting more quality sleep,
• Taking regular short breaks,
• Doing brain exercises,
• Doing physical exercises,
• Listening to music,
• Setting priorities,
• Using a timer.

How to be in charge of our own minds

• Intention transforms

If we want to cultivate a calmer, coherent, and resourceful psychological state, to achieve the outcomes we want to have in our lives, then focus and place our attention on both what we want to manifest (our intention), and on what we want to your attention away from, to cease.

• Attention activates

When choosing to consciously slow down, hit our pause buttons, and retreat into stillness and silence, opens the sacred space, that allows us to reflect, focus and pay deeper attention to the impact of our emotions and beliefs on our thoughts. We can then also attend to, and break down any unresourceful beliefs, emotions, and cognitive distortions about what we can really and truly influence and control to:

• Create a more normalised state of equilibrium and calm, get grounded and fully present and manage our attention spans to concentrate on what really matters to us, in ways that are self-compassionate and optimistic about the future.
• Support ourselves by believing that we can succeed in handling our situations, responsibly, creatively, and effectively.
• Become resilient by knowing how to respond to events in real-time, anticipate events and problems that may occur in the future, and bounce from adversity whilst processing the insights and learnings gained by conquering key challenges.

Developing resilience

We can then be in charge of our minds, become resilient, and create a safe space and generosity for others to fully show up and connect with us, open our eyes, minds, and hearts to all options, unleash possibilities and opportunities, make smart change choices, and innovate, rather than panicking and retreating from the risks emerging in an uncertain world full of disruption and crises.

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1. Stay Accountable

When you write down your goals and track them regularly, you are more likely to stay on track and achieve them. If you don’t track your goals, it’s easy to let things slide and not take your goals seriously.

2. Measure Progress

Tracking your goals allows you to see how far you’ve come and how close you are to reaching your goal. This can be a great motivator to keep going.

3. Identify Roadblocks

If you find that you’re not making the progress you want, tracking your goals can help you identify what might be getting in your way.

4. Make Adjustments

As you track your goals and measure your progress, you may realize that you need to make some adjustments. Maybe you’re not moving as quickly towards your goal as you would like, or maybe you need to change your approach.

5. Stay Motivated

Seeing your progress and how close you are to reaching your goal can be a great motivator to keep going. When you track your goals, you can also see how far you’ve come, which can be a great source of motivation.

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The opportunityOver $750 billion a year is spent by organisations globally on advertising trying to boost their brands, products, and services. Marketing and branding functions spend vast amounts of time and money working with agencies on trying to find the best way to resonate both with their current customers and attract potential customers.

Employee brand ambassadors will support this objective and can have a significant positive impact whilst costing very little. However, in my view, the use of employee brand ambassadors rarely reaches the potential it truly has. This would seem to be a “no-brainer” but for some reason, it just doesn’t seem to be on the strategic agenda and, even if it is, it’s not done effectively, often because of a misunderstanding of what has to be put in place to make it work.

To identify and appoint a number of employees as brand ambassadors to work both inside and outside the organisation does have benefits but I believe there is much more that could be done quickly, simply, and relatively easily. Not by just these few employees promoting the organisation, especially if it is part of their job in either sales marketing or associated teams, but that every single employee in the organisation proactively inside and outside work promotes the brand of the organisation to their family, their networks, on social media in their blog posts and to people they meet.

From a branding and marketing perspective, you might say this cannot possibly have the reach that, for example, a television advertising campaign might have, that might be so, but every employee who expresses their genuine belief in what their organisation does is likely to have much more resonance with other people than a TV advert or corporate social media post. A corporate social media presence is not the same as speaking to someone, or seeing a post on their own social media. Also, you are more likely to mention such an interaction to other people. That’s because it’s real people and that’s the potential power of an employee brand ambassador program – the power of real people in support of the organisations brand.

Great organisations realise the power of employee brand ambassadors and leverage it but overall few are leveraging the power of their people effectively.

What is really interesting is that turning everyone into a proactive employee brand ambassador through an employee ambassador program not only has a positive impact on the presentation of the brand but also has a significant impact on the corporate culture, creating a common purpose and boosting the performance of the organisation which then further strengthens brand value and ensures the delivery of brand promises to customers more effectively.

It truly unleashes the power of employees. They become the embodiment of your brand, showing your business in a positive light, using word of mouth to say positive things from their unique perspective and real-life personal experience which can reach a wider audience of consumers and others.

The challengeIt’s fair to say that in most organisations, other than those in branding and marketing or C suite, the vast majority of employees have no clue what the brand promises are that the organisation presents to customers. In fact, most of them are also pretty unclear on vision, values, purpose and the wider big picture into which they fit. This not only causes problems around understanding what the brand is about it also has a significant impact on employee engagement, ie employees giving their best. In addition, this lack of understanding also reduces the ability of employees to ensure that operational activity is aligned with strategic objectives. Even if they don’t know the brand promises at least aligning their work to strategic objectives has them heading in the right direction.

All the data on employee engagement shows that employees can potentially withhold significant effort, called discretionary effort, and still meet satisfactory performance standards. In other words, if the environment isn’t right they will withhold this effort but it will not be possible to tell that they are doing so, or indeed who is and who isn’t. This additional effort which is being withheld could amount to an extra 30% of effort from up to 60% of people within the organisation. Imagine how much impact getting that extra effort could make, and how it could be applied to brand ambassadorship.

Worryingly there are indications that post-COVID this figure could now have risen to somewhere in the region of 70 to 80% of people withholding effort due to higher expectations that employees have of their leaders and organisations not being met post-pandemic.

This is the crux of the challenge of how to start the journey to create brand ambassadors – how to create an environment where no one, or as few people as possible, are withholding effort. That’s quite simply because if they were holding effort they certainly won’t be a brand ambassador Why? Because if they’re withholding effort they just don’t care.

This challenge might seem complex and something which has to be done at strategic level. Certainly if planned and coordinated at that level it will have maximum impact and benefit but there is no reason why individual leaders should not encourage their team members to all be brand ambassadors even if the rest of the organisation isn’t. The impact on team engagement and performance is going to be just as beneficial. Any leader can achieve this through the simple steps set out here, as can the whole organisation if C suite sets an example and supports.

Does it work?In a word yes. I’ve seen a significant positive impact in a number of organisations when implementing employee ambassador programs. From personal involvement during the creation of UBS, the global bank, effectively the result of 6 mergers and acquisitions over a short period of time brand ambassadorship delivered significant impact.

This is now a Harvard Case study “Towards the Integrated Firm”. As Global Head of Leadership, it was clear that creating belief in the new organisation was a key element to successfully bring together the constituent parts to operate as one, as we clearly promoted it “One UBS”. That One UBS had to have one brand identity. This started with the executive team acting in an authentic way to set an example to build a strong company culture and show the essential role that the banks values played in what it did everyday, reflected in the brand promises.

During the early stages of this transformation bringing together the people, processes, and brands into a single entity it became clear to us that alignment on the new brand was key for the optimization of sustainable profitability. But also what was critical was that the brand had to be all-encompassing – equally valid internally with employees as well as externally with customers and the market.

Why both? Because many of us had seen the negative impact of an organisations internal brand being different from the external brand, a perception that customers were treated well but employees not so much. We had the potential to create over 70,000 proactive brand ambassadors across the world, something that could have a significant impact both internally and externally.

It worked because of a clear business case set out by the CEO, picked up by senior leaders, cascaded, and led by example down through the whole organisation. In addition this was reinforced working with the external agency to develop the new a brand line. The result was short and simple “UBS you and Us”, which would apply equally to customers, employees, and indeed other stakeholders.

The application of this was highly flexible and effective and was maintained as the key message both internally and externally for over 6 years. Its external impact was widely credited with contributing to the rapid growth of the bank at that time but what is less widely appreciated is the significant role it played internally in creating willing brand ambassadors at all levels of the organisation, enabled by a culture where everyone gave their best because they cared about the success of themselves, their colleagues and UBS .

This employee advocacy built momentum internally, growing from early adopters inspiring others to join and take it to the next level. The result? 51% increase in brand value and becoming a top global brand in 3 just years, together with higher than peer profitability, and numerous people and business awards.

But the world moves onThe success of this creation of employee brand ambassadors was clear from so many measures. But the world moves on, and encouraging and enabling employee brand ambassadors has to be an ongoing effort, to make it work it never ends, either at strategic or team level. It needs constant momentum building and adaptation. This initial success at UBS was before the financial crisis and that event significantly changed the business environment and employee attitudes. As a result to recover the power of brand ambassadorship UBS had to proactively re-engage at all levels to be successful again, through another concerted campaign.

What is interesting is that to follow on from “UBS – You and Us” which engaged both customers and employees the new line was “For some of life’s questions, you’re not alone. Together we can find an answer.” – again which engaged both customers and employees and subsequently UBS again won a number of preferred employer awards. Note the focus on “working together” in both with common purpose, a theme shared by great brand building and great leadership.

Building the brand inside outMy conversations with marketing and branding professionals about this often reveal that they have not realised the full potential of employee brand ambassadors and their strategic impact. To some degree that’s not unreasonable as it is their brief to focus on the external customer. But I have seen marketing and branding departments frantically trying to create a positive quality brand for the organisation’s customers whilst the perception of employees within the organisation is that it’s not high quality internally due to less than great culture and leadership. I would take the view that employees are the organisations first customers and therefore you need to build the brand inside out.

Any fundamental disconnect between the external brand and the internal brand just isn’t sustainable. Disengaged and unhappy employees will not perform well, will not want to be brand ambassadors and this will, without doubt, eventually feed through reducing the quality of customer service and so damaging the external brand. They just won’t care.

Building the brand inside out is not just about the strategic level brand, it’s also about the organisations operational level brand as reflected by employees’ individual leaders. Thus every leader is a brand ambassador to their people and their example and action can either inspire or destroy the likelihood of employees being proactive brand ambassadors, irrespective of how great the strategic level brand is.

But with the right mindset and a simple action plan, there is a significant opportunity here if marketing and branding professionals work with all leaders and HR to create an environment where a great internal brand provides the opportunity to grow brand ambassadors and which, if done effectively, will be willingly taken up by every employee. Essentially by just spreading best practices to build brand awareness within an environment where people care because simply they have a great boss.

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Hold yourself responsible for a higher standard than anybody else expects of you. Never excuse yourself. Never pity yourself. Be a hard master to yourself and be lenient to everybody else.

― Henry Ward Beecher

Welcome to my latest blog post on self-discipline, where together, we will explore why self-discipline is a key ingredient for achieving success as a small business owner, and in every aspect of life.

As an entrepreneur and business owner, I know firsthand the power of self-discipline and how it has helped me to overcome obstacles, stay focused, and achieve my goals. I also know first-hand the painful results and disappointments that result when I fail to maintain self-discipline. The reality is that despite its many benefits, self-discipline is a skill that many people struggle to develop and reinforce.

Contrary to what some believe, self-discipline is not about being harsh or living a restrictive lifestyle. Instead, it’s about having self-control and inner strength to take charge of your actions and reactions.

Self-discipline helps you make hard decisions and stick to them, even when it’s difficult or uncomfortable. By rejecting immediate pleasure in favor of long-term success, you can achieve greater results and experience more significant personal growth.

In this post, we’ll dive into the importance of self-discipline, exploring how it can help you and I to overcome addictions, laziness, and procrastination. We’ll look at how self-discipline is a key ingredient for success, helping you to stay focused on your goals and overcome setbacks and failures. Plus, we’ll examine how a lack of self-discipline can lead to problems in all areas of life, including relationships, health, and career.

But it’s not all bad news! The good news is that self-discipline is a skill that can be developed and strengthened, just like any other skill.

In this post, I will provide you with practical tips and strategies to help you build self-discipline, such as avoiding carelessness, fulfilling promises, and engaging in positive behaviors. With consistent effort and practice, you can become stronger and more self-disciplined, achieving your goals, and realizing your dreams.

So, if you’re ready to take your self-discipline to the next level and unlock your full potential, keep reading. Let’s explore the power of self-discipline and how it can transform your life.

3 Ways to Become More Self-DisciplinedWe’ll now cover three ways you can become more disciplined and successful in every aspect of your life. These strategies will help you set active goals, ignore negativity, and practice gratitude.

Firstly, active goal setting is a critical skill if you want to become more disciplined. It involves more than just setting goals in your mind, but rather actively defining them and making plans to achieve them. By setting long-term goals and tracking your progress towards them, you’ll be able to stay focused and motivated, which is essential for building self-discipline.

Secondly, it’s essential to ignore negativity, particularly from people who may have a negative effect on your mindset. By avoiding those who are negative or unsupportive, you can protect your energy and stay focused on your goals. Seeking advice from experts can also help you learn how to deal with negativity and maintain a positive outlook.

Finally, practicing gratitude is a powerful way to shift your focus from wanting more to appreciating what you already have. When you cultivate a habit of gratitude, you begin to see remarkable shifts in your emotional well-being, mental health, and spirituality. By focusing on the positive aspects of your life, you’ll be better equipped to tackle challenges and achieve your goals without stress.

Continue to Develop Greater Self-DisciplineIt’s an ongoing process. It’s always too easy to give in or fall back into practices and habits that are not conducive to success in your life and business. You can start by removing temptations from your environment, embracing change, rewarding yourself, and not beating yourself up when you slide back into old habits. Developing self-discipline takes time and effort, but it’s worth it.

When it comes to temptations, we all have our challenges. For some of us, it may be eating too much of the wrong foods that are not healthy for us overall, and these foods make us sluggish and lazy. For another individual, temptation may be to continue watching that television series even though you have deadlines to meet. And for others, it’s simply wanting to do the easy things first that will not make a difference to your business, rather than focusing on the more challenging tasks that will make a difference.

You have the power to create the life you want, and by mastering self-discipline, you can achieve it. Remember that you can start developing self-discipline at any time, and with each step, you will become stronger and more disciplined.

In summary, if you are looking to achieve greater success and happiness in life, you need to develop self-discipline. As we have seen, self-discipline is not only about restricting yourself, but also about making positive choices that help you achieve your goals.

You can start by removing temptations from your environment, embracing change, rewarding yourself, and not beating yourself up when you slide backwards. Developing self-discipline takes time and effort, but it’s worth it.

You have the power to create the life you want, and by mastering self-discipline, you can achieve it. Remember that you can start developing self-discipline at any time, and with each step, you will become stronger and more disciplined to take on even greater challenges.

What is your biggest challenge with self-discipline?

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I was watching a documentary about Spelling Bee winners, where the winners’ parents could be heard saying “we expect them to win, we expect it. They put in their hard work and are excited and expect it.” This made me believe the parents began setting expectations early on in their child’s life to gain the skills to succeed. Growing up with these intentions has helped these children understand they CAN do it. Parents are just like leaders in guiding those around you to become a better you. As a leader in the workplace, we can set these expectations to achieve hard work and gain appreciation from others and ourselves.

Make it RealisticOne huge piece of advice, make sure the expectations are realistic. You wouldn’t want to feel overwhelmed or discouraged if you have a slight feeling that you are not able to accomplish a goal. For instance, you may want to set a goal that YOU can expect out of yourself but others might not be able to expect that. Set goals for your team that are challenging but also obtainable, to help build and shape their growth, development, and confidence. Try to imagine having a leader who expected you to do something you weren’t capable of. How does that make you feel? Anxious? Upset? I would feel this way also. You don’t want to set the bar too low and risk not motivating your team, but if you set it too high then you’ll end up with people who are not satisfied with what they’ve accomplished. Making expectations realistic allows for higher achievement in the long run.

Workplace supportConsider the same concept of the Spelling Bee winners, in the workplace. As a leader, would you want your team to feel excited and confident about their work? Of course! Choosing to provide support and ground rules gives employees motivation and feelings of success. Meeting these expectations in the workplace gains trust throughout the organization. The more connection and guidance they have, the more trust they build. The more trust you build, the more they’ll become their whole selves and show up with greater innovation.

ReflectionAs always, communication is key to success. Being able to communicate with your team can make them feel comfortable and want to grow as a person. If someone was to talk down upon you with little to no communication, would you feel inspired to do your best? If you gave support without boundaries, would they be successful? How about the opposite… boundaries with no support? The trick is to find a balance between setting realistic expectations for yourself and your team and being overly optimistic about what you want to achieve.

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SummaryThere’s a lot of talk about why organizations need to have a purpose beyond a mere marketing tagline: why they do what they do on behalf of those they seek to serve. What’s equally challenging to get at is how an organization defines its why, how they get staff buy-in — or better yet, staff input — and then has the discipline to choose activities that work towards fulfilling it.

I’m never saying that the lack of a real purpose is the only problem that causes organizational dysfunction. But it is one of the most foundational ones because people are looking to contribute with their roles.

— Brooke Erol

My guestMy guest to help walk us through this topic is Brooke Erol. Brooke is a corporate dropout who pursued her dream of having more meaningful work for herself and others where we are not only seeking money but also contributing to a bigger cause. All her life is spent on writing, speaking, coaching, and consulting on this topic of having a life of fulfilling and purposeful work. She works both with individuals- YourBestLife and organizations – Purposeful Business, Inc.

Takeaways√ Many businesses focus on profits over purpose instead of figuring out how to do both.

√ An organization’s pain point is not necessarily an expressed lack of purpose, but lack of purpose is often the driver below the surface.

√ Leaders at the highest point of an organization — founder, and CEO — must have a deep consciousness to understand the imperative of having and living a purpose fully.

√ Companies often face a litmus test as to whether they are going to honor their purpose in their decision-making,

√ Customers and job seekers should monitor a company over time to see if it adheres to its purpose.

√ The number one reason for the purpose to stick is the 100% commitment of the CEO or the founder.

√ Instead of trying to save the whole world, find one area where you can have an impact, and let that be your purpose.

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Last time, we discussed opportunities for weaving intentional gratitude into our professional environments, and we looked at the possibility of adding gratitude to your formal organizational values, encouraging gratitude as a daily practice, and making that gratitude easily and abundantly visible to the people who make up your company.

ENJOY ALL PRIOR PARTS BELOW︎

Gratitude at Work – Tapping into The Power of Appreciation in Your Organization

Today we’re going to focus on ways you can incorporate gratitude into your external-facing spaces. Prospective new employees are checking out your culture, as much as can be seen from outside your organization anyway. To attract top talent, make it easy for them to get a sense of who you are and what matters from a culture perspective. Also, helping your current and future customers and vendors see that gratitude is important to your company can help build stronger relationships, leading to more positive outcomes with them, too. Here are two ideas for making gratitude part of your external-facing landscape.

Recommendation #4: Make intentional gratitude visible externally. Leaning into the intentional practice of gratitude can help your organization differentiate and amplify your company culture as a way to attract top talent. When I’ve worked with companies both in my research and as a consultant, employees frequently share that they appreciate working for an organization where gratitude is already seen being practiced by senior leadership and colleagues. And it doesn’t take long to find complaints on sites like GlassDoor, from everyone from job applicants to long-time employees to former staff when appreciation is simply not there. Even if this is a new addition to your organization’s strategic cultural initiatives, emphasizing your efforts can help reframe your company in a more positive light, no matter where you are starting in that journey.

Leadership may want to consider adding a section to the company website focused on the commitment to gratitude as an organizational driver, to enhance the company’s existing mission and vision statements. Regular blog entries or social media content showcasing recent gratitude messages are also excellent ways to showcase how gratitude is interwoven into your culture. These could be employee testimonials, press releases announcing quarterly gratitude award winners, or simply sentiments shared by your employees that continuously reinforce how gratitude is expressed. One client I worked with had video screens in customer waiting lounges, and they streamed comments like “Sumetra D says, “Thanks to my team for covering my shift while I was out taking care of my mom. It really makes me feel like I matter!” What a great way to elevate that message!

Recommendation #5: Encourage clients to engage in intentional gratitude. Studies show a positive impact from receiving expressions of gratitude from customers and clients, including an increase in both job satisfaction on confidence not only in that assignment but when considering upcoming or potential assignments. Account managers and client-facing employees may want to consider encouraging active gratitude as part of the regular interactions with clients, and certainly as part of any final project documentation. Again, consider including these appreciative comments as part of your portfolio of testimonials to further enhance your brand image to current and prospective clients.

As we’ve mentioned previously, gratitude is simply not a common practice in most workplaces, so for your employees and your clients to feel comfortable expressing and receiving appreciation, intentional, strategic opportunities for gratitude to be part of the conversation are important for employees and clients alike to experience the benefits.

Encourage or even incentivize positive feedback from your clients. We all know people don’t hesitate to complain – so encourage them to tell you when things are going WELL, too. For example, a hotel chain we used to frequent made it known that they actually gave a cash bonus to staff when they received a positive comment that identified that person by name. Given what we know about gratitude in the workplace, expressing gratitude intentionally may not be a routine part of the professional experience for your clients or vendors, either, so make it easy for them, and they’re more likely to share their positive feedback with you. Talk about a win-win!

Conclusion

There is no indication that one form of gratitude is superior to another. Individuals have different communication and learning styles, and cultural and generational differences may make one style more comfortable than the other. Further, individual preferences as to which form of gratitude is more beneficial for them may change depending on the circumstances in which the individual finds themselves, the mood they are in, and so on. Fundamentally, I believe (and the research so far backs me up) that any gratitude practice is better than none, as long as we’re doing so in authentic, meaningful ways.

Are you interested in making gratitude part of your organization’s cultural landscape? I’d love to hear about what you’re doing currently, or the challenges and barriers you’ve faced trying to build more gratefulness into your working hours. And sincerely, thank you for taking the time to consider gratitude as an intentional professional practice. Even normalizing the possibility helps bring this topic into more people’s awareness, and I am deeply grateful for your contribution to changing the professional paradigm.

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Did you know that you shouldn’t choose between being ethical and being successful? 6 questions. 7 minutes. Pure insights. Episode 261: Successful business leaders don’t choose between being ethical and being successful. Wise words from Yonason Goldson, Director at Ethical Imperatives, LLC. https://www.yonasongoldson.com/

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Chronic stress can make you sick.I think we are at a point where most people would agree with that statement. Another way of saying that statement is; We can make ourselves sick.

Because it is not the outside events or our interactions with the world that are causing the majority of stress in our modern lives but the way we interpret and respond to them.

I am re-reading an amazing book called Why Zebras Don’t Get Ulcers by Robert Sapolsky which talks about the science behind our stress response and it goes into detail about the chemical responses and physiological actions that take place within our bodies in response to stress.

This book also talks a lot about how the systems within us that respond to stress are based on our ancestral need to survive in a more aggressive world and not so much needed to deal with our perceived stressors in our modern daily life.

The statement that we can make ourselves sick ( I think we all have heard the comment, “I worried myself sick about…”) is one that modern science has shined a large light on in the past few decades and is now widely understood and accepted.

The flip side to that coin, which has not received as much acceptance yet, is that we can also make ourselves well/keep ourselves healthy.

Before I go any further with this section let me say that this information or the work that I do is “not intended to diagnose, treat, cure, or prevent any disease.”

There has been tremendous amounts of work done in the field of Body/Mind science that has shown how this works. The work continues on and the field is always expanding as modern science catches up with and finds explanations for work that has been around for centuries.

If you looked at a large portion of the prescription medications that are prescribed you would see that they mimic chemicals that our bodies already make. When there is an imbalance in our systems then we do not make either enough of the chemical, too much of another chemical or it doesn’t “arrive” at the correct time in our systems. This is, of course, an oversimplification of a very complicated subject but it is for the sake of overview.

By relieving our stress we can remove a lot of the issues that are showing up in our systems in negative ways.

We can do that through several different modalities. We can work to change our reaction/interaction with the outside world so we do not see danger where it may not be.

We can also do things such as meditation and other processes that help calm our nervous system and allow it to operate in a way that supports our lives in a positive and safe way.

The majority of the work I do in this area is based on working with the unconscious mind and clearing patterns (negative emotions, Limiting decisions/beliefs) from the past that are causing the client to have reactions to their world that are showing up as stress and anxiety. Two of the biggest contributors to making us sick and unhealthy.

There is deeper work going on that looks into how our past significant emotional events show up in different negative ways in our bodies later in life. I will let that work speak for itself.

This article is not to speak negatively about modern allopathic medicine practices or pharmacology. They do amazing things for our world, including helping to extend our life expectancy and saving many lives every day.

My goal is to share that there are other ways for all of us to live a healthy and long life.

If you are interested in learning more about any of these processes, please reach out and I would enjoy discussing them with you.

I am including the titles of several books that I recommend reading that I have found to shine a bright light on these practices and explain how they can help all of us live happier and healthier lives. They range from the very scientific to the more esoteric so you can find what fits best with your interests.

You may notice several of the titles mention “healing”.

Healing is not curing.

Healing is about re-establishing a lost connection and I will save that discussion for another article.

1. Why Zebras Don’t Get Ulcers?- Robert Sapolsky
2. The psychobiology of Mind-Body Healing – Ernest Rossi
3. Why am I sick?– Robert Flook
4. Healing and the Mind– Bill Moyers
5. Quantum Healing– Deepak Chopra
6. You can heal your life– Louise Hay

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It should come as no surprise according to the recently released 2023 Edelman Trust Barometer “A lack of faith in societal institutions triggered by economic anxiety, disinformation, mass-class divide and a failure of leadership has brought us to where we are today – deeply and dangerously polarized.” That said it’s more important than ever for leaders to establish themselves as trustworthy entities.

A trustworthy leader establishes strong relationships with their followers and team members. It’s no secret trust encourages collaboration and inspires commitment to shared goals. Not to mention working in an environment which creates trust develops a positive environment where people feel valued, respected, and supported – are less likely to quietly quit.

Trust paves the way for the creation of stronger relationships, better communication, increased productivity, and better decision-making. Not to mention reduces stress.

That said, it’s so easy to lose confidence in a leader who fails to show us they are reliable, and possess integrity and honesty. A trustworthy leader encourages others to be vulnerable enough to place their confidence (faith) in another’s ability to act in their best interest – without the need for constant monitoring or control.

Building trust is important for a variety of other reasons as well:

Aside from developing solid relationships: It allows for open and honest communication; something we are in desperate need of now. When you trust someone, you’re more likely to speak openly and honestly with them without fear of being judged, criticized or laid off. This can lead to better understanding and stronger relationships – when ‘buy-in’ is required of a team to effectively complete the job.

Increased productivity: Trust can increase productivity in the workplace. When employees trust supervisors and managers, they’re more likely to be engaged, motivated, and committed to their work. This can lead to increased productivity and better performance.

Better decision-making: Trust can also lead to better decision-making. When you trust someone, you’re more likely to seek their input and take their advice into consideration when making decisions. This can lead to better outcomes and a more effective decision-making process plus reduced stress – something we’re sorely in need of in today’s changed world.

6 Leadership Skills Which Build Trust:1. Open Communication: Transparent leaders communicate in a way which shows they are open to feedback – sharing their vision, goals and challenges with the team and actively listening to and discussing input received. 2. Empathy: Being empathetic and understanding regarding the needs and concerns of team members is critical to building trust. 3. Accountability: Leaders who hold themselves accountable and take responsibility for their actions build trust with their team – including admitting mistakes, commitment follow through; holding others accountable. 4. Consistency: Leaders who consistently demonstrate their values and principles build trust. Consistency in communication, decision-making and behavior establishes a sense of predictability and reliability essential for building trust. 5. Competence: Leaders who are knowledgeable and skilled in their field build trust. Demonstrating expertise, providing guidance, and solving problems competently shows the leader is credible and capable. 6. Integrity: Leaders who are honest, ethical, and uphold their values build trust. Their actions match their words and they prioritize doing what is right over personal gain.

Leaders who communicate openly, show empathy, hold themselves accountable, demonstrate consistency, exhibit competence, and operate with integrity can build trust with their team members.

Bottom line – Trust can take different forms and built over time through consistent actions and behaviors that demonstrate reliability and honesty. Conversely, it can be broken or lost through actions or behaviors which violate expectations or standards of honesty, reliability, or integrity.

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Only a handful of people actually do what they know to do. Take the best seller Think and Grow Rich. Since 2011 70 million copies of the classic have been sold worldwide. The book synthesizes what successful people do that the unsuccessful people do not … and have done for 200+ generations.

Hill was a reporter who kept up with some 500 citizens that were healthy, happy and wealthy, to find out their secrets. It was Andrew Carnegie that offered the 20-year ‘job’ to Hill.

Today’s most successful people use this plan, whether they have read the book or not. Men have much of this knowledge inherently — that is it is in their DNA. You only need to watch a man step up to the plate on inner confidence and desire, even though he knows he is not qualified. Women don’t do this.

If then, more than 70m copies have been sold and it contains the most concrete plan for expedient success, you must ask yourself this question:

Why aren’t there 70 million millionaires? Every person that can read can be a millionaire or a billionaire.

Because we “don’t do what we already know to do!” And we continue to add more and more information to what we do know — still not applying what we know.

It’s not having knowledge that is power. It is the consistent application of the knowledge over time until it becomes habilitualized. That is the POWER.

Take a quick inventory of your books and programs in which you have invested financially and never used. You are not alone. We are invigorated with new information, yet acting on it isn’t as invigorating — it actually takes something.

The difference between knowing and doing is often called the performance gap.

Why don’t we do what we already know to do?We have a slew of beliefs, paradigms, or clusters of ‘ways of being’ that are automatic. We’ve believed them as true for so long they’ve taken hold and we don’t even notice them.

The beliefs are based primarily on the beliefs of others … those we love and admire and whom we want to please. Unfortunately, most beliefs of others are of lack and limitation rather than abundance and opportunity. These beliefs have been ‘engineered’ by default in our subconscious mind or what the Ancient Greeks referred to as our ‘heart of hearts.’ I will cover how to ‘engineer a belief’ later.

As children when we ‘stubbed our toe’ we became more and more careful where we put our toes. It didn’t take long to learn that by noon the sand at the beach is so hot you must run to give your feet a chance to cool between strides. We run faster or we wear shoes to protect our tender feet.

Likewise, when we are embarrassed or ashamed as children as a result of our behavior, we tend to shy away from repeating that behavior. It’s a protection of sorts … when we are children.

Perhaps your first time in front of the class in early elementary school, sharing a report you wrote, you misunderstood the instructions, reported on the wrong book, and classmates began to laugh and chide you. Fighting back the tears, we plant this truth to protect ourselves, “I’ll never get up in front of a group of people to speak again.” Maybe that’s why some people say that public speaking is a fate worse than death for most!

This protection works well as a child, yet those habits and inner dialogue are ‘still running your life.’ And as adults, this does not serve us very well. We allow ourselves to be stopped from acting on ideas that light us up … mostly because we don’t know how. And the fear of crossing the gap of performance is greater than our desire to have what we want. And we have a host of beliefs that say “it’s selfish to want more,” or “there simply isn’t enough money to go around.”

These beliefs keep us playing small and taking no risk. The level of our reward is always the perfect reflection of how much risk we are willing to take.

The process of developing the beliefs of others follows us into adulthood, adding more opinions of others, including television and news reporters. Negativity sells, so by default, we are ‘filled with’ the negative points of view of others. When you harness the “power of pause” as you step from ‘knowing to doing,’ you will see that you always have a minimum of two perspectives or answers to every question.

So it makes perfect sense that when we go to ‘step’ from knowing to doing, there is a great Fear of the unknown between the two. You want it and you start out, yet when things get dark and you can’t see how you can do it, you step back to safety.

Not only are you hearing your own inner dialogue such as “I’ve tried before and I’ve failed,” or “I’m not smart enough or deserving,” or “Someone else is better at this than I am,” if you share this with others you will also hear “are you crazy, you’ve never done that before,” or “who do you think you are,” or “go get a regular job” (one of my favorites).

It’s a battle for the one conscious thought over which you have control over. Why wouldn’t you back down if your inner self doesn’t believe you can do it and others don’t either?

These beliefs are held by both men and women, and for women it is critical that we overcome them. While men automatically step up to the plate in business, women do not. It doesn’t matter initially if the man is not competent … he’s first at bat. It’s not too long before you realize that just because they ‘stepped up’ does not mean ‘they’ will necessarily navigate the gap.

After 45 years in corporate America, my experience is that I more often than not — and my female counterparts — ended up more often than not ‘finishing up’ what they had started!

Why? Because we have been finishing up and cleaning up after our families for more than 200 generations! We’re good at it, yet we don’t have time to finish up after others and still grow our own businesses.

Here’s an example. Ready to start, a dozen thoroughbreds are at the starting gate ready for the first race of the season. Behind the row of gates, one woman is in charge to get all the horses down the track and cross the finish line.

Three, two, one, and the starting gun is fired. As the horses leave the gates, the woman is behind them. Watch her running sideways behind the horses slapping each one as she runs by, saying, “come on boy, you can do it!” Back and forth she runs, egging all the horses on, and finally, they all cross the finish line at the same time. We bring everyone across the finish line but no clear star or winner.

Now put a man behind the gates. Three, two, one, and the starting gun is fired. As the horses leave the gate, the man is behind them. See him pick out the middle horse and run behind only him, slapping and chiding him to go faster. Finally, that one horse crosses the line first and wins the race. He is the star.

Women must learn to practice laser focus on one idea … and bring it home, to the exclusion of all else. Men already do this naturally. It’s not our way. We are the nurturers and peacemakers. Women make sure everyone is a winner. That doesn’t work in business.

Navigating the performance gapWhen we must step into the gap to apply knowledge and move toward what we want, it is a given that we are afraid. Afraid because we do not know HOW we’ll get across. Our experiences have us automatically stop short. If we do not cross the gap we are destined to going to the edge on one idea, shrinking back; going to the edge on another, and shrinking back again.

To solve this problem, I wedged a large coin with a thick edge in the gap. Now you may cross the divide on the edge of the coin.

What value does ‘crossing above the gap’ provide?1. You are physically higher than you were before so you have vast vision of both sides of the gap. You see all sides of your obstacle or issue. You see why you shouldn’t cross over and why you should cross it, and the best way to do it. You get to make an objective and responsive decision. 2. You have a high level of awareness of your current potential. You can see once you have chosen to proceed the precise steps to the ‘doing’ side. 3. Even if you ‘slip’ the edge is wide enough for you to pull yourself back up. Your ‘muscle of Faith’ is developed enough so that it ‘lifts you’ back to the coin’s edge for a clear view. 4. Decisions that take you from knowing to doing as quickly as possible allow you to grow your business with consistency, momentum and results. 5. Once you are practiced at hopping across whenever you have something new to tackle, you become the Champion for other women who have not found their own ‘sea legs’ and are inspired by what you are doing and the results you are getting. 6. You can use this image whenever you know what you want to do and need to do to forward your business yet are afraid. Every time you lift yourself to the coin’s edge, your intellect grows, and soon it becomes a habit.

The Champion has developed Faith … Faith in herself and Faith in our Universe and how it works.

She lives by the following values from which she avidly seeks their wisdom. These values and laws operate all the time, whether we are aware of them and how they work, or not. Take for example the physical law of gravity. The result of taking a jump off a cliff is well-known to all of us. Down we go with an impact that matches the depth of fall and our physical condition. So you don’t jump off cliffs.

What if all the principles below also worked all the time and you not only were aware of them, you also studied and applied them in growing your business. You would have an extraordinary advantage and step into the realm of ‘the few’ who are not only wealthy — they are healthy and happy. These principles in action spike business growth and momentum and keep it consistent when applied over time. The idea is to have these values become part of you — automatic, or habitualized.

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When we begin our careers, we have yet to learn about the pitfalls we may soon face. The same applies to building a business. Those who do succeed are the ones who heed life lessons to overcome unforeseen challenges and move beyond. But for those who don’t, excuses fly for quitting to exclaim their track was not to be. The slogan, ‘think positive!’ offers much merit and is to be with us at all times.

My Story

When we surround ourselves with similar-minded people, motivation for one another picks up as ideas emerge. To my surprise, someone asked me to provide him with motivational quotes, to which I responded: I’ll be happy to do so, but can you tell me why you ask? He then answered that his goal is to help students and those starting their careers. The answer was perfect, as that is my mission, too.

On another level, the quotes I heard and accepted throughout the years motivated me to push past the obstacles before me to achieve my desires. Accordingly, we need to heed life lessons when we desire to accomplish all we hold in mind.

Below you will read one quote spoken to me that started me on my unique path, and the ones that I created upon experiencing seemingly the worst of the day to arrive at better moments. May they inspire thought for you to move forward with a smile!

In My Youth

Bullies surrounded me everywhere, and I shriveled up to cry on one occasion. But the same day, everything changed when I heard:

If you don’t stand up for yourself, no one else will.

The Benefits: Personal and Business

The one quote saved me from ever allowing another to pull me down with them. Heeding the advice, I began to tune into the personality of everyone I encountered. I began to carefully listen to their choice of words, plus watch their body language and facial expressions. If any sign of inconsistency or rudeness were evident, I would set the person on their heels to ask many questions to examine their responses and behaviors further.

People called me intuitive, but that is only sometimes correct because I was heeding life lessons. Accordingly, long before I knew it, I grew into the personality that successful salespeople possess.

Question, listen, and clarify to sell well.

Persistence Will Keep You In The Game

Business Advancement

“When the going gets tough, the tough get going.

Never give up; find a better way.

Seek the nuggets of gold in the nasty remarks to launch your business forward.

Baby steps every day will get you to your goal.

Nothing is impossible with the desire to figure out your best path forward, regardless of what others think.

Remember, you are unique, and what will or won’t work for others may not necessarily prove true for you.

Eliminate the rhetoric, ‘you should,’

A. Being competitive helps you to win trophies and some recognition. However, being collaborative gives you a much wider audience with far greater opportunities to achieve the success you never imagined

B. People who brag do so because they have a severe lack of confidence

C. When nastiness is yours for the keeping, put on your well-oiled super person cape to fly upward, and the darts fall to
the floor.

Leadership Success

The better leadership style is to be inclusive and embrace diversity and inclusion. Listening to understand brings about a more comprehensive range of possibilities. People from varying backgrounds possess various experiences from which we may all learn. By embracing and acting upon the concept, your perspective widens, solutions will deepen, and success will expand.

Never brag about accomplishments, but share your best insights with people following your lead so they may advance and, one day, lead others.

‘Believe, Become, Empower.’

Self-Reflection

Every morning awake with renewed enthusiasm for your long-term vision and focus on that goal to do what is necessary for a baby-step advance every day. Keep a notepad and pen near your bedside if the thought comes to capture it in the middle of the night, and then quickly go back to sleep. Before you retire in the evening, write what you need to complete the next day.

Entrepreneurships

• Trust is the soul of sales and all else that you do.
• Consistency in words, actions, and deeds develops trust and builds a reputable brand.
• A dedication to learning plus trial and error to retry will get you to your goal.
• Our worst experiences are our gifts in disguise.
• Respectfully listen to all perspectives to realize the gold nuggets previously unknown.
• The collaborative effort can bring about exponential growth with supportive peers.

Heed Life Lessons to Improve Relationships

Strive to be among people who accept your ideas, admire them, and contribute more so you may all be successful.

The sales term cold calling of days long ago referred to an aggressive pursuit of prospective clients. However, cold calling today can refer to making friendly professional connections and attracting interest in what you offer minus aggressive techniques. The style works very well.

To receive better introductions, be respectful of all. No matter who you encounter, their professional title matters not. However, what matters most is how you treat them because they know the executives who can help you advance.

Above all, be truthful with consistency intact. Your words, actions, and deeds are essential because friendship underlies all your interactions and all communications. You need to demonstrate what people want to know about you to attract them to your services and see the business expand.

In Conclusion: Heed Life Lessons

Believe in Yourself! Nothing is impossible with the mindset to continue, no matter the obstacles in your path. Positive thinking will help you arrive at your destination only to move beyond! Looking back, you will be amazed by all that you have accomplished.

Those who do succeed are the ones who heed life lessons to overcome unforeseen challenges and move beyond. But for those who don’t, excuses fly.

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Staying focused and productive can be a challenge when everything seems to be tugging for your attention. My clients often tell me that they are overwhelmed with so much to do and want to know how they can be more productive.

Here are 15 of my best tips.

1. Plan your day before it starts

You are in control of your day and your calendar. Deciding what you plan to achieve sets the tone of your day. It keeps your mind focused. And a focused mind can achieve a lot.

1. Read and write down your goals every day

This daily reminder will mentally put you in a positive state to accomplish those goals in the best way possible.

1. Use a default diary

Set up a default diary and make sure that you have time scheduled to complete important projects and tasks.

1. Prioritize your work for the day

While reviewing your plans for the day, identify the most important things you need to do. Focus on the most critical work first before doing everything else.

1. Analyze your activities to identify and minimize time wasters

If you want to free up some serious time, start with doing a skill/fun box exercise to determine what you need to do and what you should delegate. My clients have reported to me that they hear my voice in their head asking: “can’t someone else do that?”

1. Learn how to delegate well

Delegation is not abdication – nor is it micromanaging. Delegation is a skill that you can learn – this will help: How to become a master of delegation.

1. Reduce inefficient communications

Develop a regular team meeting rhythm including a daily huddle for managing employees. When it comes to communicating with clients or vendors, sometimes a phone call is faster and more effective than an email.

1. Break large tasks into smaller tasks

Have you ever looked at something on your to-do list and thought to yourself: “I don’t even know where to start”? The best way to start is by breaking that large task into smaller tasks.

1. Take a break when you need one

When you begin to feel overwhelmed and stressed with work, take a break. Breaks are necessary to recharge your brain cells to be more focused when you eventually resume.

1. Manage interruptions

Interruptions will break your flow and significantly impact your productivity. If you need to do some focused work turn off your phone notifications, close your office door and make yourself unavailable.

1. Concentrate on one thing at a time

Once you have identified a key task, stay on it until it’s 100% complete.

1. Work every day towards achieving a long-term outcome

One of the best ways to achieve your long-term visions is to be more productive in your short-term goals. Work towards your long-term goals by actively accomplishing the daily goals you set for yourself.

1. Simplify your work process

Sometimes we fall into habits of doing things the same way every time without stopping to look for a better way. Can you get the same thing accomplished in 5 steps instead of 7?

1. Learn how to terminate unproductive discussions

Find a way to politely extract yourself from casual chitchat. If you have completed everything on the agenda, end the meeting early and claim back some time.

1. Set communication rules for your peers or subordinates who bring you questions or problems

Ask people to do these 3 things before they come to you:

1. Write down the problem. Reduce it to a single sentence.
2. What are the three best solutions or suggestions for the problem? Write them down.
3. What do you recommend?

Being more productive is an intentional decision to make. When you are clear about what you need to do, the above tips can really help you make the most out of each day.

Sometimes “increased productivity” isn’t the answer

If you are uncertain about your goals and your most important priorities or if you know you need to make significant changes to how you are doing business and aren’t clear about what those changes need to be it might be time to consider working with a business coach.

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Unlike a lot of employee engagement initiatives (incidentally on which companies are spending billions each year, with no real improvement in engagement scores or turnover), gratitude is FREE. However, to really capture the benefits offered by having more gratitude in our professional worlds, it’s not quite as simple as encouraging your people to say thanks to each other, although that’s certainly not a bad idea, either.

ENJOY ALL PRIOR PARTS HERE︎

Gratitude at Work – The Results are In… Spoiler, it’s REAL GOOD!

In the next two installments, we’ll look at five different ways your company could incorporate gratitude as a regular business practice. Depending on your sphere of influence or control and the current vibe in your company when it comes to unconventional culture innovations, see if any of these sound like good starting points for your organization. And if you love the concept but would like to kick around ways to actually get it off the ground, let me know. I’m happy to brainstorm or help you build the business case!

Recommendation #1: Frame gratitude as a formal company value. Maybe informal gratitude is already tacitly part of how some of your people interact with each other, so your employees already recognize that leadership currently endorses gratitude to some degree. If this sounds like your current culture, consider making intentional gratitude practices part of your formal way of working. Many organizations dip their toe into the gratitude pool by kicking off a gratitude challenge as part of their employee well-being portfolio (or around Thanksgiving… pet peeve of mine!). Or maybe gratitude is a completely novel opportunity. Wherever you are on the journey, I encourage you to frame gratitude as a company value rather than a well-being initiative.

Employees need to have the psychological safety and trust to engage in well-being initiatives, and even if you’ve already got strong levels of both those, when schedules are already full it can be difficult to try to incorporate a new practice or make time for gratitude.

Some companies do encourage employees to make time for well-being initiatives such as mindfulness programs or other initiatives, so you may feel like the opportunities are already there for people. However, many people, whether they’re already approaching burn-out or are just experiencing normal levels of competing priorities feel frustrated trying to balance self-care opportunities alongside intense workloads.

And when you’re trying to shift mindsets, executive sponsorship of culture initiatives is crucial for success. Have your leadership team really spend some time with the concept of gratitude in the workplace and how it can positively impact both the employee experience and the resulting organizational outcomes that are impacted when your employees are more engaged and more excited to be part of your teams. Get your most recent employee engagement and turnover data and keep that front of mind as you focus on this opportunity to make meaningful improvements.

Just a reminder of some of the value propositions for gratitude we discussed earlier in this series:

• 70% of employees would feel better about themselves if their boss was more grateful
• 81% would work harder if their boss was more grateful
• 95% of employees agree that a grateful boss is more likely to be successful.
• Employees who experience more gratitude at work report fewer depressive symptoms and stress. Lack of gratitude is a major factor in driving job dissatisfaction, turnover, absenteeism, and burnout.
• In recent surveys, half of the people said they regularly said thank you to their family members, but only 15% say thank you at work, and 35% of people say their managers NEVER thank them.
• In research cited by the Wall Street Journal, the workplace ranked last of places where people express gratitude, with just 10% of people saying thank you to their colleagues and only 7% saying thank you to their supervisor.

Recommendation #2: Encourage gratitude as a daily practice for everyone. Reframe gratitude as a valued daily practice and incentivize participation. Many of the people I worked with in my study already valued gratitude as a personal practice, it may not be as common of a belief in general for individuals to practice in their professional environments. Some may suggest that it is not necessary to say thank you. Given the depressing statistics about how rare gratitude is in most workplaces, you may have to help your people (and yourself) unlearn some bad habits around gratitude in the workplace, especially if you or they spent any of your life in environments that actively – and destructively – dismissed gratitude as frivolous, unnecessary, or even unprofessional.

Encourage employees to add time for gratitude to meeting agendas and to their daily schedule.

To combat this mindset, employees may need more than permission to actively engage in gratitude, especially outside of the usual timeframe of October/November, when gratitude gets more attention due to the Thanksgiving holiday. To do this, have your people leaders lean into gratitude by modeling it as a daily practice. Providing the business case for more gratitude in the workplace may help shift employee perspective from a place where gratitude is seen as a soft skill and reshape it as a business differentiator. Encourage employees to add time for gratitude to meeting agendas and to their daily schedule. Offer suggestions for different ways people might engage with the practice to accommodate a diverse set of personal preferences, information processing styles, and schedules. Positive psychologist Shawn Achor talks about his daily practice of sending thank-you emails to people who have positively impacted his life. I’ve had clients flip this around and pencil in 10 minutes at the end of their shift to wrap the day on a high note by sending a thank you note or email before signing off, so they end their day on a positive note. Leaders might start meetings with a positive reflection founded in gratitude or share kudos with their team.

In addition, if you are lucky enough to work for an organization that has formal supervisor or manager training programs, consider including a module on the business implications of gratitude as well as training on how to actively express gratitude authentically. Many of the people I’ve worked with specifically referenced how being thanked by their supervisors made them feel more valued, acknowledged, and appreciated for the work they do. Several also said they specifically felt it improved the quality of their relationship with their supervisor and their team, and that it had a direct, positive impact on their job satisfaction. Good relationships are a key performance indicator, especially if you’re trying to avoid or reverse significant retention issues, or if you are trying to go from good to great.

Recommendation #3: Make intentional gratitude visible to your employees. While the COVID-19 pandemic forced many organizations to take their work fully remote, and it may be preferable to maintain at least a hybrid environment for employees for the foreseeable future, it is still possible to provide opportunities for employees to see gratitude in practice. Some companies use software such as Harkn, described as, “an employee listening and wellbeing platform”, to allow employees to express their thoughts anonymously while creating a social media-like feed accessible to all employees as well as providing real-time analytics on the general emotional landscape of the organization.

If your team works in the same physical location, consider a “Kudos Wall” or gratitude jar where people can share their positive experiences. Another option would be a virtual gratitude wall included on the company’s intranet, perhaps as a channel on Slack, Microsoft Teams, or Google Spaces for either the whole organization or for individual working groups. A couple of my clients run the text from their team’s dedicated gratitude channel through a word cloud generator each month and include that in the monthly newsletter as an opportunity to remind individuals that gratitude is important and valued on the team.

The organization might also encourage participation by creating a traveling award or conducting a drawing for gift cards or other prizes for those who are recognized through public gratitude channels. In a world where gratitude is not the norm, these approaches keep intentional gratitude visible to all employees and reinforce the practice as one that leadership sees as having value to the organization.

Stay tuned for our final article in this series where we offer ways you can highlight a focus on gratitude for your teams and build stronger connections while improving performance!

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Have you ever come to a solution right after you stopped thinking about it? Walked out of a planning meeting where no one seemed to have the answer and BOOM.. you are on the elevator and it comes to you? That is because the mind works best without the weight of external pressure. Many times the answer is there, but can’t be revealed until we stop, and play.

I believe we can build and rebuild our strengths in play at any age, but we need to start by removing the stigma of play as unproductive or frivolous.

Play is a place where we conquer our fears and open ourselves up to our full potential. Play can change our social interactions, our physical and mental health, our innovative and creative potential, and our drive to take risks, fall, and get up again.

Play answers the question, “What do we do when no one has the answer?”

The creative confidence to develop solutions to insurmountable issues comes from confidence, motivation, trust, and innovation. Watch children turn trees into tree houses, and puddles into oceans, jump from rock to rock, miss a step, and get back up.

Now consider what you experience when someone loves the work they do. What do you feel like in their space? What do you see, hear, and say after encountering people who love and are good at what they do? They are “in play” physically, cognitively, and emotionally; they are invested. What if we could build or rebuild the place where we are most open to learning, least self-conscious, and our most authentic self?

We are only brushing the surface of some of our most difficult societal challenges because we try to overcome them without exploring our full potential. Play gives us perspective and experience. However, play is hard work for many people, as they have to climb over a mountain of guilt, judgment, shame, and long-held beliefs about productivity and the seriousness of work to even imagine it as a driver for change. What if we changed the way we think about play.

What if we said that play is the catalyst to igniting and developing the “soft skills” that drive innovation, productivity, and passion, and focused on developing and growing them?

Play can be the catalyst for conversations that might never have happened, revealing others’ strengths, fears, abilities, and concerns that might never have been discovered otherwise. Play allows us to unravel prejudice, bias, expectation, judgment, and self-consciousness. It creates a reduced physiological stress response and an openness to authentic conversation. But it cannot do that without the foundations of trust, respect, connection, and belonging; that’s where rebuilding happens.

Play disrupts our standardized way of looking at the world — it invites us to change without shaming.

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The myth of emotional detachment has been debunked by modern neurosciences, which demonstrates how emotions are one of the most powerful forms of communication, especially in the context of decision-making processes and human capital management.

Being a leader means mastering the art of persuasion, an element in which emotions play a leading role.

The emotional well-being and effectiveness of a working group depend on the ability to provide constructive feedback, capable of highlighting and welcoming critical issues and directing attention to the crucial aspects that need to be improved.

As all know, the task of a leader is, mainly, to be able to inspire and guide a specific group of people, in such a way as to best channel everyone’s skills in favor of their business.

Someone said that the leader is like a man alone in command, an expression that can probably represent the working situation of many people: entrepreneurs, managers, women, and men who have the responsibility of leading a group but who often have to act independently.

And also we are well aware that in recent decades numerous studies have highlighted the key role that emotions play, in the workplace, not only in terms of psychophysical well-being but also in terms of effectiveness and productivity.

As with every evolutionary leap, made by human civilization, religious, social, political, economic, and technological innovations appear, in the same way, new organizational models also appear. And the more time seems to depersonalize and commodify relationships, the more it is necessary to create emotionally intelligent environments, capable of hosting sincere relationships, made up of emotions and feelings.

In particular, it has been considered that even “the man or woman alone in command” experience emotions and feelings: they get angry, they rejoice, they feel envious, they worry, they are afraid, and so on.

Furthermore, the best leaders are precisely those who have been able to find effective methods to understand and develop their way of managing emotions, their own and those of others. Not only that, but the successful leader is aware that the mood of the team is largely influenced by their own emotions, because “everyone’s eyes are on the boss”.

In fact, every emotion, from the most negative to the most positive, if correctly interpreted and understood, can turn into an opportunity for growth for everyone, from the leader to colleagues who work in the same team.

In summary, a good leader must be able to manage all situations with “high emotional potential”. He must be able to direct emotions in the right direction, otherwise, everything he has undertaken up to that moment, whether it is fine strategies or brilliant monetary investments, will inevitably be affected.

Ultimately, we can agree that the leader’s emotions affect the group and that, therefore, it becomes essential for those who hold leadership roles to reserve part of their energies also for improving their own capacity for emotional self-regulation.

I believe that this can happen starting from an awareness, from a change of mentality that requires commitment and willingness to get involved as individuals, rather than as professionals. Also because the leader is the person who, more than anyone else, has an influence on individuals and their ability to give their best: the perception that people have of the corporate climate depends above all on the leader.

And precisely because many responsibilities weigh on leaders that can distract them from focusing on this aspect, it is necessary to be aware that their emotional state and, consequently, their actions have a weight on their collaborators and influence their performance.

The ability to manage one’s own mood and that of others is not a private matter, but becomes an indispensable soft skill for being good leaders. It is one of the capabilities that have an influence on profits and can therefore lead the company to success. Simply because everyone focuses their eyes on the boss, who, precisely because of the role he plays, has a greater influence on those around him. The leader has a great role in determining the emotional standard of the group: it is known that propagating positive moods has direct implications on professional results, while negative emotions constitute a factor of disturbance on a personal and professional level, since they hijack the attention away from work and, consequently, decrease productivity.

Incidentally, it should be remembered that within a group it is also possible that not only the “role” leaders are at the center of attention, but there may be inside the team, emotional “potential” leaders, able to handle the situation, above all if the role leader has little credibility.

Apart from this, there is no doubt that a leader who aspires to govern his team of collaborators effectively must acquire self-awareness and rethink his role also from an emotional point of view. Being able, in this way, even more easily to get closer to the emotions of the team members.

All of the above is what is commonly referred to as emotional intelligence.

However, being endowed with emotional intelligence does not mean showing off one’s feelings without any kind of filter, exposing them in a crude way and guided by the momentum, but rather it means controlling them, so as to express them appropriately and constructively, thus allowing a serene and effective collaboration.

We can therefore understand that emotional intelligence is a skill that is acquired and that improves as we gain experience in the social field, thus acquiring the necessary awareness, the ability to recognize one’s emotions, to understand how these could affect others and use this knowledge to guide one’s decision-making processes, as well as social skills, i.e. being able to better “read” the different scenarios and the different social situations in which one is immersed, managing to interact constructively with team members, persuade them, avoid disputes and guide them towards common goals.

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It is always a good practice to test options regularly. However, when mishaps occur, it becomes essential to do so. Four errors recently occurred via vendors, but one can potentially affect business having my attention. Rather than lamenting the problem, I am testing what may and may not work today as it may affect future work. The goal is to enjoy, hopefully, a better tomorrow.

My StoryOver time, I learned that agonizing over a troubling situation accomplishes little except extra stress. On the positive side, unexpected issues often lead to better solutions and outcomes. When we allow ourselves to ride the wave of uncertainty, we often find ourselves on a new shore of opportunity.

The word options used in the title can refer to trading via the markets, but that was not my intent. However, a relatable story occurred yesterday. A friend was lamenting that the stock market was headed way down and doomed to crash. Although not a financial advisor, my reply was that the stock market has a history of highs and lows, only to return to its starting point and then surpass that momentary high point. I used the Great Depression as an example.

Hopefully, we won’t be heading toward anything similar, but we are to prepare for the highs and lows of life in all regards. For that reason alone, it is best to regularly test options before us to ensure we can move forward the way we desire. Doing so affects business as well as our everyday life.

Testing aligns with learning. Testing ideas, technology advancements, and strategies are essential to remain ahead of the curve and not stagnate.

The bonus in turning to test options is that our enthusiasm begins to return, and the stress fades away. We know that something good will come out of the situation to become a learning moment in time. Accordingly, the knowledge can and will increase confidence to continue moving forward.

Social media is an outstanding resource for reviewing the thought of others, reading credible articles, and collaborating with people worldwide. We can siphon the best of what we hear and read when we realize various views. By not allowing incidents to pull us back or accept everything, we strengthen our resolve to figure out our next moves. We are then on the path to test options regularly. The bonus is in learning to work with our endeavors cohesively. For this reason alone, diversity and inclusion are essential elements for success.

Your Story: Do You Test Options Regularly?First and foremost, it’s a good idea to realize how you deal with setbacks and if a new method will be beneficial. The common thread is to fret, allow a situation to hold you back, and then scramble to catch up once ready to begin again. The typical scenario doesn’t do well for anyone and it’s best to find a better way forward. Consider the idea to test options regularly.

Those who are motivated will see closing one door as the opportunity to open a new one with greater possibilities ahead. It’s best to remember that life is not stagnant and that the success factor includes being resilient. In other words, whether we have a setback or worse, taking a deep dive by holding the belief that we can not only return to where we were but achieve greater heights will be the motivating force to do so.

While having a keen sense of motivation is great, we must validate our next moves and test options regularly. Not everything works to our expectations. Accordingly, we need to be specific and intentional with the new strategy. It is the only way to realize whether the approach works well or not factually. When you regularly test options, you will have the facts and are more likely to enjoy the success you desire.

In Conclusion:While having a keen sense of motivation is great, we must regularly validate our next moves and test options. Not everything works to our expectations. Accordingly, we need to be specific and intentional with the new strategy. It is the only way to realize whether the approach works well or not factually. When you regularly test options, you will have the facts and are more likely to enjoy the success you desire.

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If you sit in an executive seat whether CEO, owner or manager, are YOU bubble-wrapped? What is a bubble -wrapped leader?For starters, they are not very good leaders. Bubble-wrapping insulates from all the things going on around us. I’ve seen key executives isolate themselves by layers of policy, procedure, and occasionally people.

There is one company I’ve worked with that is so traditional in their hierarchy that various levels are not encouraged to talk more than one level up without being accompanied by someone from the level in between. In an age of fast-moving decisions demanding such a structure creates huge roadblocks and inefficiency.

However, there are more subtle ways we find ourselves bubble wrapped as leaders. Here are a few to think about.

The IntentionalFirst, the very intentional. Like the antiquated hierarchy I mentioned above, some leaders consciously choose to build walls to keep others away. If you’re in sales you know about the “gatekeepers” who defend the castle around the big boss/decision-maker. While this kind of defense might make sense from outside the company, why should you allow it inside?

The CerebralNext, there are the more cerebral ways to get bubble wrapped.

Tangling yourself in technical jargon and complexity can bubblewrap you and isolate you from others. I’ve worked with some pretty smart people in my day. Being truly the smartest guy in the room can have the effect of separating you from others around you.

The PolicyThen there is the leader who immerses him or herself in dogmatic policy, practice or tradition. As soon as someone brings an idea that runs counter to the main way of thinking, the leader quickly rejects the person and the idea. I see this often with companies that have long-standing legacies. If the company is more than 20 years old, likely you will find practices and traditions that insulate the leader’s thinking. In companies like this, I frequently hear emerging managers complain that their chief instruction when taking on new duties was “don’t screw it up.”

The FixHave you created any of the above situations that insulate and isolate your thinking, like bubble wrap protects delicate packages?

Leaders need fresh ideas to compete and stay relevant in changing markets. In addition, changing trends in workforce management require constant vigil for workable new ideas.

The best way to avoid isolation is to actively encourage discussion within your team. Surrounding yourself with talented people is great, but you need to be sure the right things are being discussed. Walking around the floor, shop, or workroom helps too. Engaging with employees at all levels keeps your sensitivity to the real truth of what is going on sharp and tuned in.

Lastly, you might want to check your attitude. One of the biggest hurdles the average entrepreneur faces is pride. If your little idea takes flight and becomes something successful you might deserve to feel good about it.

There is, however, a big difference between a healthy appreciation for what you have and a huge ego.

I’ve seen far too many owners get themselves in big trouble by living behind their ego.

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In Parts 1 & 2 (below), we looked at why organizations should consider ensuring gratitude is a part of their normal business practices, and some of the immediate results when one company did just that. In today’s segment, we’re going to dive a little deeper into some of the feedback from people who experienced gratitude as an active, intentional practice.

Gratitude at Work – One Company’s Story

Connections and team culture. Study participants repeatedly emphasized the impact of gratitude on the quality of their connections with their supervisors, colleagues, clients, and their relationship with their employer. They also pointed to an increase in trust, alignment, and psychological safety in their working teams. These are all strong drivers for performance as well as reducing turnover. Recruiting top talent is positively impacted by healthy workplace culture, and people want to stay when they feel good about their experience as a team member.

Study participants who were in supervisory roles also indicated that gratitude as a formal leadership practice improved their sense of connection with their direct report and felt a positive impact on the overall culture of the team as a result of the shift in tone resulting in gratitude being a regular part of the workplace experience. One participant shared the impact for newer employees who were not part of the study, noting, “I would literally have the new consultants say, Is this normal? Is this normal to appreciate and recognize people?”, and further commented that it felt validating to be able to say that this was something the company actively endorsed.

Job satisfaction. The literature highlights job satisfaction as a key driver of employee engagement. In this study, all participants noted that gratitude had a positive impact on their job satisfaction, and several participants reiterated multiple times that experiencing gratitude from the people around them, including supervisors, coworkers, and clients, had an immediate impact on their job satisfaction. However, it is crucial that gratitude be experienced as an authentic expression and not a forced group activity. Inauthentic expressions of gratitude have the potential to damage the employee experience. If you decide to make gratitude a more regular player in your workplace culture, leadership will want to be very intentional in framing gratitude as a positive practice that must be founded on genuine appreciation for a specific activity or experience to realize the benefits.

Role confidence. Gratitude was highlighted as a contributing factor in role confidence for both experienced employees and those newer to their roles. Participants who were in supervisory roles at the time of this study noted that gratitude allowed them to connect with their direct reports in a positive way, improving those relationships and strengthening the team dynamics, improving their confidence not only in their own work but in the ability of their team to meet business objectives. Supervisors also noted that they had previously believed that gratitude was an important piece of their personal leadership style, and that their participation in this trial validated that belief.

From the individual contributors who participated in this study, several noted that the company culture was a key reason they had joined the company, and their experience as study participants reinforced for them that the company actually takes positive culture seriously, which helped them feel more secure in their role.

Further, participants highlighted the challenges inherent in often being on a smaller working group or the only consultant working on a project and felt that gratitude positively impacted their confidence in those situations. This was noted both in terms of current projects, as it provided positive informal feedback that they were meeting expectations. This also resulted in an increased sense of capability for the individual, which translated to greater confidence when looking forward to upcoming projects to which they already had some visibility as well as a more generalized sense of confidence. As one participant stated, “I feel like I’m walking into this new project with the confidence I didn’t have prior.”

Workplace stress and well-being. The strong response from study participants relating to the impact of their gratitude activities and its influence on their wellbeing and stress as not initially part of the study design, but this theme very prominently and quickly emerged from the data. Participants noted that they felt supported by the company by being allowed to pause periodically to engage in gratitude, and that it reinforced their decision to be part of the organization. They also reflected on how it gave them an opportunity to connect with others, both within and outside of the organization, and that the daily practice created a positive impact on the rest of their workday. Several also commented that they found the practice spilling into their relationships with friends and family members as well, helping bolster those connections.

While this study focused on the workplace, it would be remiss to suggest that stress can be compartmentalized into specific parts of one’s day. Several participants also mentioned that taking time to focus on gratitude for even a few minutes each day provided balance, and an opportunity to reframe their experience as being more positive than they might have been feeling previously. This has strong implications for considering how this practice might be embedded in other well-being initiatives sponsored by the organization or individual employee resource groups.

So how can organizations tap into intentional gratitude to improve outcomes for their teams? We’ll explore some recommendations in the next installment in this series on Gratitude as a lever for improving the employee experience and organizational outcomes.

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Good leaders relate and connect with people for the purpose of inspiring and empowering their lives. Good leaders know how to motivate individuals and teams to be the best they can be because they are emotionally intelligent and understand people and what drives them.

Emotional intelligence is the ability to recognize, understand, evaluate, and manage your own emotions as well as recognize, understand, evaluate, and influence the emotions of others for the purpose of relating and communicating more effectively. When you are emotionally intelligent you are able to understand your own emotions and those of others and use that information as a guide to making conscious choices for better outcomes.

Daniel Goleman, Psychologist, and leader in emotional intelligence, states that EI encompasses 5 domains: self-awareness, self-regulation, motivation, social skills, and EMPATHY.

According to the Merriam-Webster Dictionary empathy is “the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner.” At its simplest Empathy is the ability to recognize and experience the emotions of another.

The two most commonly talked about types of empathy are cognitive and emotional.

Cognitive Empathy is knowing, it’s in the mind. This is imagining yourself in another’s shoes. For example, when a colleague is sick you understand they are not feeling well or when a team member is promoted you can relate to their joy and excitement.

Emotional Empathy is feeling another’s emotions. This may be a felt sense of the emotion of another in your body. For example, when someone is crying, and you begin to feel sad, or when you have a meeting with someone that is full of energy and excited, despite being tired you begin feeling energetic.

Feeling someone else’s emotions can be overwhelming and confusing. Therefore, high levels of self-awareness are essential. When you are self-aware you can begin to establish boundaries so that you can recognize what are your emotions and what emotions belong to someone else.

It is important to remember that empathy doesn’t say,” I will take on all of your emotions and problems and lose myself in your troubles.” Empathy says, “I feel what you are feeling. I understand what you are going through.” And it asks questions for the purpose of understanding.

Empathy isn’t agreeing. It is validating. It’s letting someone know they matter. Validating another’s experience is one of the most powerful things a leader can do.

There is also Compassionate Empathy. Empathy is what moves you to feel compassion and compassion is what drives you to act and want to relieve another’s suffering.

Empathy reminds us that we don’t really know what the other person is going through, and it gives us the opportunity to learn more. Empathy invites us to cultivate compassion and curiosity for ourselves, our experiences, and for others.

Imagine walking into a meeting feeling energetic and confident and without anyone even speaking you knowing and feeling the frustration, anger, or hurt in the room. What are you going to do? Would you continue as planned? Is there potential for a better outcome knowing your emotions and the emotions of the room?

This could be the opposite where you walk into a room feeling sad or depressed and the energy of the room is positive, happy, and uplifting. If you are aware, you have a choice. As a leader, it is your job to set the tone and energy for your interactions with others.

You don’t adjust to the energy of the room. You shift it.

The traits below relate to the energy that you bring to a room. They help you inspire emotions in others that support trust, compassion, curiosity, psychological safety, insight, innovation, and more. You don’t have to embody them all—explore them to see how they feel and practice one or two that come naturally.

Sensitivity. This ability to pick up on the emotions you feel within yourself, from the person you are talking to, or from a group.

Solidity. Imagine being a mountain: you are grounded and present as well as open and receptive. This aspect will influence how people respond to you.

Voice. The words you choose, the tone of your voice, your pauses, and your rhythm will impact how receptive people are to your vision and leadership.

Authenticity. Find your own style by identifying when you feel the most natural and be the person you are in that moment. You must be authentic for people to trust you.

Disclosure. Be willing to be vulnerable and to share personal stories. A “hero’s journey” makes you more relatable.

Non-identification. What other people choose to do is not always because of you. Not everyone will follow your lead, so don’t take it personally.

Curiosity. Ask questions, listen intentionally, and explore ideas, values, and experiences in an open-minded and genuine way. When you are receptive, it opens space for others to be as well.

Celebration of success. Recognize, acknowledge, and revel in small successes. This encourages others to have supportive mindsets and perceptions.

Leading with empathy has countless personal and professional benefits The benefits of being an Empathetic Leadership include increased confidence in decision-making, improved well-being and resilience, effective communication for better relationships, reduced stress, overwhelm, anxiety, and burnout

Empathy also cultivates trust, a sense of purpose and belonging, boosts productivity & engagement, supports effective collaboration, improves culture & motivation, elevates customer satisfaction, increases innovation as well as psychological safety, and even increases sales, loyalty, and referral-giving offering businesses a greater competitive advantage and market value.

Empathy is a gift we can all practice. Understanding empathy can change your life, the lives of those around you, and even your business.

In what ways will you embrace being an empathetic leader today?

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As Valentine’s Day approaches, love is in the air. And while this whole topic is highly charged in today’s workplace, there’s a brand of ‘love’ that’s not only appropriate but also necessary in our contemporary business environment—one that can drive engagement, job satisfaction, and bottom-line results.

Leaders who want to make a positive impact on their employees and their organizations will benefit from showing their love through these four strategies.

Loop others in. Information is the lifeblood of productivity and achievement. And connections with others nourish employees, contributing to qualitative outcomes like happiness and quantitative outcomes like loyalty, retention and even customer satisfaction. So, find ways to loop others into what’s happening and facilitate relationships that deepen connections and commitment.

Offer the resources and support required for success. There is little that’s more demoralizing than trying to do good work and being thwarted by not having what’s necessary to make it happen. Ensure that people have the equipment and materials they need to succeed. Make training available so they have the necessary skills and knowledge. Remove roadblocks—systems, processes, rules, and limitations—that undermine employees’ ability to do their best work. Offer what’s necessary and then step back and see results follow.

Vary responsibilities. Variety is the spice of life… at work too. When possible and desirable on the part of employees, mix things up a bit. Allow people to explore different tasks, learn different skills, play in different sandboxes. The expanded perspective that becomes available as a result of these opportunities enriches one’s current role, opens doors to possible new roles, and keeps everyone fresh, engaged and growing.

Earn respect. Employees crave inspirational leadership. In research I conducted last year, people indicated that one of the things they want most at work is a supervisor who they can trust and respect. Be the leader your people need and want. Earn trust and respect through your day-to-day behavior, interactions, and decisions.

Want to capture the hearts and minds of those who work for you? Ditch the chocolates and offer this kind of authentic, genuine attention that individuals crave and need to perform optimally. Want to drive remarkable results? All you need is this kind of LOVE.

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I speak a lot on the Art of Caring Leadership, but not everyone’s leadership style is the same. Although kindness and empathy should be at the forefront of whichever leadership style suits you best, each role you have throughout your career may look a little different and require you to switch up your approach. Some leaders are more oriented with coaching and developing an organization and some may be more focused on team building and providing solutions as a team. Whatever your leadership style is, it’s important to not only remember that there is always room for growth and improvement, but be open to the fact that your leadership style may change over time.

The CoachIf any of you have children, you likely already know the importance of what having a good coach as a leader does for your child as they develop their skills. If they enjoy their coach, they enjoy the sport, which makes them want to be loyal, work hard, value teamwork and achieve the best they can. Much like that, leaders who favor this type of leadership approach work to encourage and support each team member’s strengths so that employees can develop to their full potential. A coaching leadership style also focuses on developing overall team performance. Just putting your time and effort into one individual won’t drive the results you seek. It’s important to learn about your team’s strengths and weaknesses as individuals and apply those assets where you see fit. And again, just like sports, you may have one or two people on the team who are excellent athletes (or excellent employees) but the final results depend on team performance, not just one individual. A focus on communication is also an important part of this leadership approach, as coaching people involves guiding them and offering constructive feedback to help them improve.

The EngagerWhen people feel heard, valued, and understood by their leaders, their engagement typically increases as a result. Recognizing not only your team as a whole but each employee individually plays a huge part in showing how much you truly value them and what they bring to the table. I personally feel this leadership style should always coincide and encompass another as engagement drives loyalty. Engaged leaders prioritize connecting with their employees on both a professional level and a personal level to understand what’s important to each individual. When your people know that you care about their overall wellbeing, the lines of communication remain open and transparent and their efforts will show.

The AuthoritiveAn authoritative leader has total control and power over the team, and serves as the sole decision-maker, which means not allowing your team to have any input on said decision making process or what tasks they’re assigned. This is often also referred to as “top-down leadership” or “command and control leadership.” While authoritative leaders may have productive teams that benefit from clear instructions, quick decision-making and not needing to worry about coming up with improvements, many organizations consider this type of top-down leadership to be “old school.” And in my opinion, it certainly is. This type of leadership style can become problematic as it fails to harness the best ideas of the group as a whole, which can limit innovation and decrease your employee retention.

The CollaboratorContrary to the above, collaborative leaders want to involve and engage their team members in the decision making process. If you are usually very transparent with your people and you have a goal to ensure that everyone not only has a seat at the table, but a voice that’s heard and encouraged in every meeting – you likely hold this type of leadership style. This approach is also commonly accompanied alongside another and proves that you value your people’s opinions. The benefits to this type of leadership is when you do collaborate with your team, ideas and solutions are usually brought about that may not have been produced in a one man show.

The ObserverLeaders who have a high level of emotional intelligence may make strong, observant leaders. They help others identify their own talents and are able to foster building strong relationships with both individuals on their team as well as others within leadership. By building these relationships, it provides you with a better insight on your people as this leadership approach requires you to be able to look beyond the surface and recognize the unsaid. Observing your people’s moods and body language will help you learn to recognize when things or individuals in the workplace feel ‘off.’

ReflectionMany of these leadership approaches often accompany one another and/or compliment each other. Which one relates the most to you?

While styles of authoritativeness may succeed in the short term, encompassing caring leadership and the many qualities that brings, creates long-term success.

By building a positive and uplifting culture, your leadership can showcase your employees’ well-being and teamwork while increasing engagement and playing into a successful overall organizational performance.

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Most people do not regularly experience gratitude at work, either as recipients or as an active intentional practice of their own. And yet we know that just generally, when we feel appreciated, we feel and do better. What would happen if we purposefully made gratitude a regular part of the “ways of working”? This question had been nagging me since I first started down the path of focusing on employee experience, and now I had the great fortune to partner with an organization that had already dabbled in a gratitude challenge for their employees, and they were interested in seeing what impact a more robust trial might have.

ENJOY PART 1 BELOW ▼

Hey, Thanks! or, the Power of Gratitude in the Workplace

It was unknown how gratitude practices would influence job satisfaction or role confidence for the company I was working with. Their leadership was keenly interested in employee engagement and understanding the levers and mechanisms which drive this core metric. Further, with an eye to considering future opportunities for product offerings, the client organization wanted to gain an understanding of how gratitude might be positioned as part of a product offering in an employee wellness portfolio of services, specifically with an understanding of the return on energy investment for the individuals in an organization.

Current engagement scores have averaged in the 57-65% range over the last three years, with their 2020 survey reporting an average engagement of 70%. Although this represents some improvement, leadership was aiming for engagement scores in the 80-85% range. This desired engagement level was targeted in terms of both creating a culture that is attractive for prospective new talent—a key consideration in innovation companies—as well as retaining talent in an industry where success relies on technical competence, and turnover was a significant risk to both.

The desired outcome of this study was to gain insight into the potential for gratitude to favorably impact individual employee job satisfaction and role confidence and to identify any appreciable differences in that impact on engagement scores that might be observed when comparing the result of internal and external gratitude practices to allow further longitudinal research on the impact of gratitude on employee engagement when practiced over long periods of time or by a larger percentage of employees at all levels of the organization. In short, the organization wanted to learn if gratitude could create a competitive advantage, and this study was the first step in the process.

For my research-happy peeps, for this work, I opted for a qualitative case study design to explore how intentional gratitude practices could impact job satisfaction and how those practices could be improved to allow the partner organization to realize greater performance outcomes. There isn’t an easy way to quantify gratitude (or job satisfaction, actually…. I wish somebody would discover a cheek swab that was reliable for this stuff!) This study also aimed to fill a gap in existing research by extending knowledge on the impact of intentional gratitude practices in the workplace.

The conceptual framework for this study was built upon the theory that employee engagement is seen as an intersection of two forces: employee assessment of personal job satisfaction, and organizational artifacts which support well-being. Job satisfaction tends to increase when employees believe that the work they do has specific value or the results are seen as being worthwhile in some aspect, and when they have high-quality relationships with the people with whom they work. You may have recently seen an influx of articles about belongingness or the importance of relationships at work, which are based on the same foundational work.

Gratitude in personal practices has been shown to improve life satisfaction and to strengthen relationships. Would it have a similar impact at work?

That’s what we were hoping to learn, through the lens of two research questions:

RQ1: How do intentional gratitude practices influence job satisfaction?

RQ2: How can intentional gratitude practices be improved to increase job satisfaction?

The first question explored how intentional gratitude practices impacted job satisfaction for employees, and we identified several ways in which gratitude, both intrinsic and extrinsic, had a positive impact on not only job satisfaction but also employee confidence, well-being, and stress. Study participants in both groups noted that gratitude had a wide variety of positive impacts on their relationships with clients, supervisors, colleagues, and their perception of the organization.

Participants noted the increase in trust and team alignment, including with group members they knew were not part of this study. Several participants also commented that they noticed a “ripple effect” with gratitude, where one person would express gratitude for a specific action or experience, and the recipient would often reciprocate with an expression of gratitude themselves, creating a positive feedback loop that improved team morale and culture. This was also credited with having a mitigating effect on workplace stress, both in terms of work-related stress as well as more generalized stress based on current global and societal issues, such as working remote due to the COVID-19 pandemic and other political and economic issues.

Another prevalent theme was that having the anchor of a daily gratitude practice helped both focus attention on what was going well, but also over time they noted themes emerging, which reinforced existing positive perspectives or mitigated stressful situations such as complex project challenges or the complications caused by working in a remote environment.

The second question explored ways that intentional gratitude practices could be improved to allow for the organization to continue to realize these benefits or even increase the impact of these practices for employees and the organization as a whole. All participants noted, sometimes multiple times, that it was helpful to have organizational support for taking time to pause and experience gratitude intentionally, noting that it can be difficult to prioritize non-billable activities such as self-care or gratitude, and they appreciated the company’s overt support for this activity.

Another common theme was the belief that gratitude should be considered a core leadership value not only at the executive level but also cascading through the tiers of the organization. Two participants mentioned that they felt it could be a positive addition to leadership development for newer people leaders within the organization, with multiple references to how receiving gratitude from one’s supervisor had an immediate and lasting positive impact for the recipient both in terms of job satisfaction and confidence.

Additional findings were that participants in supervisory roles noted the belief that gratitude as an intentional workplace practice could have a positive impact on employee turnover rates, as well being a beneficial opportunity to connect with and reinforce the supervisor-direct report relationship. This included the supervisor’s own observations and experiences, as well as having the opportunity to share positive client feedback with team members. This reinforces individual contributor sentiments that positive client feedback was beneficial, especially for those working on very small teams with limited interaction with others.

Table 1

Key Findings for Research Questions

(Source, Ratekin, S.A, “Gratitude as an Organizational Performance Lever”, Proquest, 2021)Next time we’ll look at some feedback from the people who actively experienced gratitude in their workplace during this study. How about you? Have you expressed or received gratitude at work lately? How did that impact you? I’d love to hear about your experiences!

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If you have recently been promoted or plan to step up into a more senior leadership position in 2023, these are the three areas you can focus on first to set you up for success and avoid burnout.

1. Reassess your personal and professional boundaries.
2. Explore what gives and takes your energy.
3. Make self-care part of your daily routine.

Reassessing your boundaries is essential. Still, it is one of the main challenges our Executive Coaching clients face when they take on a new role, which is always different from what they experienced in their previous position. Ignoring this will only lead to further challenges in the future.

Gaining awareness about what gives you energy and what takes it away will pay off massively in the future as you become aware of how to recharge during your busy week and learn how to mitigate too many energy-zapping tasks or activities. And lastly, many leaders often overlook prioritising self-care, scheduling breaks, allowing for downtime, and headspace to think and be creative. Without self-care, you can only be an empty shell of a human being and not be the leader your teams deserve.

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Whether you are a local business in a global economy or a new player in a competitive industry, it can be intimidating to face off with established brands. Fortunately, there are several ways a smaller business can compete against large companies. Read on to find out what your small business can do to carve out a niche of your own—and maybe even surpass the competition.

Harness the Power of SEOThe Internet is a great leveler that can provide small businesses with the same amount of exposure as big brands. The first thing you need to do is to create a website for your business and ensure that it is optimized for search engines. Search engine optimization (SEO) is a series of strategies and techniques that you can use to improve your website’s search engine visibility and attract traffic. Some SEO techniques are easy to implement, while others require more effort and technical knowledge. Many small businesses choose to hire search engine visibility experts to help improve their search rankings.

Use Social MediaAnother wonderful feature of the Internet is its myriad of social media channels. Social media websites such as Facebook, Twitter, and Instagram give you access to millions of users around the world—some who may be your future customers! The key to success on social media is to build a strong following by creating engaging posts and interacting with your followers. Post updates and news about your latest products and hold contests or giveaways periodically to maintain the interest of your audience. You also need to ensure that you respond to online reviews and complaints promptly so that your customers feel valued.

Invest in BrandingWhile most companies have a logo and a tagline, a brand is much more than a simple visual identifier. A strong brand represents the personality of your company. It distinguishes your business from its competitors and creates a lasting impression in your customers’ minds. To build your brand, you need to create a clear brand identity and voice. Make sure that all your marketing and product material reflects this as a coherent brand identity helps build customer loyalty. Whether you are publishing a post on Facebook or meeting a client in person, you should always try to communicate your brand values consistently.

Focus on Local MarketingSmall businesses have an edge over large competitors when it comes to local marketing. Being in the same city as your customers makes it more convenient for them to contact you and provides other benefits as well. For instance, most local consumers are more comfortable doing business with local companies and are more likely to recommend your business to others who live in the same area. One way to get noticed locally is to set up shop in a local market. This can give you a chance to meet with potential customers. Also, make sure that you are listed on online directories such as Google Maps so search users can find you easily.

Add a Personal TouchPersonal touch is an invaluable tool for any small business. You should try to connect with your customers by responding to their inquiries quickly and engaging them in conversation. Pay attention to their needs and address their problems promptly so that they are satisfied with your service. This level of customer service can be difficult for a larger company that caters to countless customers at once. For a small business, it is the best way to win the hearts of your customers. You can also send personal messages to your customers on special occasions such as birthdays to make them feel appreciated and remind them of your brand.

Ask for ReviewsWord of mouth is one of the most effective marketing strategies for small businesses. Most modern consumers are leery of marketing strategies and prefer to hear recommendations from people like themselves. Encourage your clients to leave positive reviews for your business on popular review sites such as Yelp and Google Maps. Positive customer reviews give other shoppers a reliable basis for deciding whether to choose your business over your competitor’s. A top review score will also boost your search rankings on certain platforms and make your company more visible to potential customers.

Call In the ExpertsAs a small business owner, it is very tempting to try to do everything yourself to save costs. However, this can be a risky strategy that can lead to many unnecessary headaches. Delegating and outsourcing tasks to others who have expertise in a particular area can help you avoid many problems. For instance, hiring a digital marketing company to deal with SEO allows you to focus on other areas of your business that benefit from your personal attention. Enlisting the services of an expert may cost you some money in the beginning, but it will save you a lot of time and money in the long run. Furthermore, the quality of their work will improve your reputation.

Established businesses have bigger marketing budgets and larger customer bases. But, they can be outsmarted by small businesses in many ways. Small businesses are more flexible and can respond to customer needs more quickly. To stand out in a crowded marketplace, you should use the Internet to reach your audience and work on generating a positive brand presence for your customers.

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How do we react when things go wrong? Miseries sometimes do not come alone, and you fail the skies raining miseries on us?

Let us imagine this scenario. Mr. X lost his job, his house burnt, he fell sick and needed to buy medicines that he couldn’t afford. Normally, like most materials under pressure do, Mr. X weakens. Is it possible to show exceptional behavior under these testing and destructive conditions for Mr. X to expand his possibilities rather than shrink them?

Before you rush to say no I tell you it is possible.

Scientists have made materials that behave differently from normal. These materials expand under pressure and turn the destructive energy into a useful one.

Are exceptional leaders the same? They lead and stretch possibilities when most people see them shrinking.

How to Stretch Possibilities?One great way of stretching possibilities is to use opposite thinking. Opposite thinking is similar to materials that expand under pressure by convert negative thoughts to positive ones.

Opposite thinking is a technique that will help you contest your assumptions and beliefs to generate unfamiliar ideas. See the video below to learn more about this technique.

Opposite materials tell us to think of opposite ideas as they might provide novel ideas. They are mind-stretchers.

Mr. X’s wooden house caught fire. The opposite thinking is to have a wooden house that does not burn. He challenges the commonly accepted assumption that wooden houses burn easily.

Now, stretching the mind becomes possible with more questions such as

• How to make wood fire-resistant?
• Is it possible to change the structure of wood so that it become more resistant to fire?
• Would adding a charring material to wood stop it from burning?

You see the idea is to challenge familiar behaviors, beliefs and assumptions by thinking of their opposites.

Great leaders are mind-stretchers during difficult times. Most people fall under pressure, but great leaders thrive under them to spring back with more possibilities.

These leaders like all successful people know that success is not one shot in the arm. They can repeat their successes under the most challenging conditions.

Milka Zadok Dubai commented on one of my recent posts. Part of her comment reads;

“I can’t agree with you more, doing the opposite. Although overconfidence is one of the most powerful cognitive biases, there are some strategies that can be used to reduce it. You may be the best but make a conscious decision to ask for people’s opinions and be open enough to ultra your ego to see reasoning in someone’s ideas outside yours”

Be an opposite thinker.

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Consider this pattern in your personal and professional world, you are having a conversation and you start to say “something” and you stop. Something inside you hears, knows, has heard, or believes that you may be saying something that is incorrect, insensitive, or “wrong”. And you stop speaking.

It gets hidden. When you add up all the hidden conversations we are not having out of fear or shame, lack of knowledge or understanding you will know why many diversity and inclusion initiatives are failing. People STOP speaking instead of learning to communicate, be curious, ask, say it wrong, fall down and get back up.

Shame shuts down learning.

If our goal IS learning, knowledge, and understanding then we need to build bridges, not barricades to conversations that create real change.

We are all practicing – it is how we learn to do anything, here are some tips for practice:

1. Notice – when you have that feeling or you decide not to say anything – ask yourself what is making me hesitate?
2. Curiosity instead of shame: how can I have my thought or question with curious kindness, not apology and shame, lead with “I’m still learning…” vs “I’m so sorry I don’t know…” the brain actually tells our bodies it’s safe to proceed. THIS is where learning happens.
3. Open the space – if someone is struggling, using language, tone or knowledge that you do not find acceptable, open a discussion not a demolition. I am not writing this from an ivory tower or textbook, I’m writing from experience on both sides. In the world of diversity and inclusion, people often assume I have all the “right words” and all the knowledge, knowing that I don’t makes me human and kind. I have been called out and shamed for not using the “right” words, and every time it made me think – I am not a good person, and that is not the truth…like everyone, I am learning. I am grateful to those who continue to build bridges for my learning, there is NO finish line on inclusion.

Walking with curious kindness. “Creating organizations where people want to be”

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Larry Chao is the founder and Managing Director of Chao Group Ltd., an international organization and executive consultancy. He discusses competency, open-mindedness, empathy, and other “universal truths” for high-quality leadership. Most importantly, how might we each apply these principles to our day-to-day lives? Follow Larry on Linkedin and find out more about his consultancy company at Chao Group Limited.

If you enjoy the Zen Sammich podcast, consider making a one-time donation of any amount through Red Circle or becoming a supporter of the show for as little as $3 at patreon.com/zensammich.

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It’s 2023, and if you ask me, I’m already plump full of creative ideas and excited to make my consulting business as awesome as it should be.

The world of digital marketing is constantly evolving. Its immense value is indisputable, yet often, it is one of those sacrifices offered to the belt-tightening altar. Well, this course of action belongs to the graveyard of obsolete business practices.

Traditional marketing costs used to be pretty steep, but the game has changed under the influence of the digital revolution. Nowadays, marketing for online businesses is not all about budget but also about time, effort, and creativity.

So, here is how to stay on top of your game in 2023.

Marketing ShiftTechnology and social media have changed the way people absorb information and exchange knowledge, and to remain noticed by the targeted audience, small businesses also need to constantly upgrade their marketing plans and strategies. If you run a small business or just founded a new start-up, you presumably face the financial constraints needed to brand and market your services in print media, TV, or even radio.

Digital marketing channels are the new Holy Grail for start-ups seeking to jump-start promotional campaigns.

• First off, email marketing is still strong, generating an average return of $36 for every dollar spent. So, prompt the customers to give their information once they visit your website.
• Note that you can utilize email automation tools in order to streamline the whole process and save a bunch of time.
• Still, you need to be helpful and informative and add a personal touch without compromising professionalism.
• Quantity may not be as important as quality in the over-saturated digital realm.

Just because Google search impressions are 3x more effective in converting searchers into interested prospects, SEO is no longer an option but a necessity.

While a small proportion of small businesses actually have a documented SEO strategy, it is worthwhile to help your website get free organic traffic, build trust, and generate a continuous chunk of leads for years to come.

Constant Flow of ContentThis brings us to the next promotional medium on the list, content marketing. Its mainstay is your blog, website, or social media profile.

Now, the average attention span of an adult is six to eight seconds, which is not much. In order to grab attention, you need to come up with compelling content.

• Visual elements are best suited to fit into this window of opportunity. This is not to say you should neglect written content, but merely that images should accompany nearly every piece of information you write.
• Apart from that, pay special attention to the design of your webpage, headlines, calls-to-action, product description, videos, and landing pages.
• Define your potential customers—who they are, what they do, where they hang out, and what they like. Note down everything you know about them.
• Take note of the problems that people have and see if your services will be able to solve them (this is like a “customer interview”, just doesn’t sound that fancy). Carefully monitor how they expect the problem to be solved so that you can possibly improve your content from that data.

Get SocializedSocial media is the place of viral phenomena and roaring, buzz-generating trends. More importantly, a ton of potential prospects located all around the world spend a great deal of time on these bustling networks.

Pinterest and Snapchat are good places to land a visual ad, while the former is also the king in the area of product images. Facebook, of course, is still unmatched, and if you are unclear about the basics, feel free to check out this Facebook advertising guide. Building an active and engaged audience here is associated with immense benefits for your marketing and bottom line.

Social media could be the best place where you can convince a large audience how important your product or service could be for them. You can share clip art, surveys, statistics, or infographics that favor your business. This type of marketing technique could impact the audience positively and make them believe your products or services are exclusively for them.

Power of NetworkingLet us get back to the “real world”, where you should engage in active collaboration and networking. Set up a network of mutually-beneficial, synergistic relationships with other home businesses and organizations. Noncompetitive individuals that share your values are your natural allies for the purposes of cross-promotion. That way, you can better capitalize on your fliers, coupons, website links, bundled promotion, and other marketing tools.

Additionally, identify reputable industry influencers and contact them. All these activities pay off as your customer base expands together with the reach of your marketing messages.

Nurture Local CommunitiesLeverage the connections you have in the community and strive to establish new ones. Pay attention to what is going on and how you can take part. Indeed, there are many ways to get in front of local customers and win their favor.

• Leave bookmarks at a local library, an industry event, and cover live events or write recap stories. Attend small business conferences that usually take place throughout the year.
• Show commitment to problems in the local landscape, and you will be able to feel the nurturing embrace of the surrounding ecosystem.

Spread the Message Loud & ClearMarket wherever you are but cherry-pick your tools according to the audience and context. Sparking the attention of the audience is easier said than done.

You can hand over coupons or give products, trials, and samples away. This lets consumers get a taste of what you offer without spending a dime, just remember that for you, it is much more expensive to obtain a new customer than to retain an old one.

So, try to obtain repeat customers and do not hesitate to ask them for referrals: Word-of-mouth is invaluable in regards to spreading the word around and engaging new people.

Use Customer TestimonialsAlways share testimonials and feedback you received from your existing customer on your social profiles. You can also include your customer’s contact info like website and email address if possible. The agenda is to let a vast audience know what your customer thinks of you and your services. The people can also know the product or services you are offering are really genuine. Social platforms are the best way to do this.

Comparison with CompetitorsYou can share how your business is better compared to your competitors. You can always post tactics showing how easy doing business with you is and what are the exclusive benefits of it. Your objective should be to let a maximum number of the audience get notice of your brand.

• Are you wondering how to do it? One quick way: Design and create a stunning landing page showing how your product wins over its alternatives. Marketers call it a competitive comparison landing page.
• Just like the testimonial segment, you can insert top quotes from your clients sharing their positive thoughts about your services and superiority.

Play it SmartThe leveled playing field of today has rendered the marketing game cost-effective and less labor and time-intensive. The new way of marketing is all-encompassing yet not intrusive. You have to cut through the noise, get out there, meet potential customers and partners, and shake their hands.

Bear in mind that creativity is probably your biggest asset. Even without a fat budget, you can use the right tools to take your marketing strategies and campaigns to the next level. Smart marketing pays huge dividends and opens up a plethora of new opportunities for growth, brand ambassadorship, and customer acquisition.

Marketing is no longer an option only for corporate giants and SMEs. Internet accessibility and social media technology have made it easier to go with creative marketing, even for small business owners and startups.

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Leadership includes sharing what you learn so that others may follow and surpass your efforts. Why surpass? Because where one may be today marks a unique point in time, the one factor we can all count on is societal change. As we embrace the best advice, we can add it to our repertoire and enhance it as we move forward. Even better is when more people willingly share their best strategies with those on similar paths. The sign of leadership excellence is in the appreciation one receives.

The sign of leadership excellence is in the appreciation one receives. Below you will find what I believe to be top-notch business advice from leaders in the field.

My StoryOne traditional way to share information is through publishing articles and books. Early in my career, Dale Carnegie’s book, ‘How to Win Friends and Influence People’ put me on a better footing for sales success. The secret is not to sell so much, but instead, listen, be professionally personal while sharing stories, and find commonalities between you. Upon developing the relationship, trust builds, and sales are born.

The next book that empowered my sales effort was S.P.I.N. Selling by Neil Rackham. It was the opposite of traditional telling-selling, which spoke to me as I always grasp ‘the opposite’ of tradition. Remembering questions in specific vocabulary is not for me. However, four letters that portray the questions to ask, in my own words, are easy to remember. SPIN stands for ‘Situation, Problem(s), Implied problem(s), and Need. My sales effort greatly improved upon applying Neil Rackham’s suggestions.

An old television and movie quote comes to mind that indicates perhaps there is an even better way to do business, ‘There is a new sheriff in town.’ Focusing solely on sales, marketing, technology, or any other business discipline will not create the results you may seek in today’s environment. Accordingly, it is up to each of us to seek out top-notch business advice from leaders in the field.

Powerhouse Business GrowthToday’s success differentiator is to embrace and combine all the varying disciplines for powerhouse business growth. To my amazement, what typically would be kept secret is openly spelled out in the brand-new book, Reinventing Virtual Events, published by Wiley, and authored by Julia Nimchinski and Justin Michael. The content spells out top-notch business advice from leaders in the field.

Reinvention is Essential for GrowthAlthough planning a virtual event may be outside your plan, the concepts and facts behind the title are bound to help businesses of all types. The theme is to cross-train the skills of staff and oneself. It’s only the beginning to have an excellent skillset in one field, but imagine how and what a cross-over to other disciplines will do for your career or business.

Long ago, a coach advised me to continue adding streams to my core expertise of sales for a more robust output. He then spoke of the ‘Power of 10.’ When we possess one skill, we reach one audience. But the results can be exponential when we expand upon our skills and services, to ten offerings, as an example. Mathematically, when we multiply 10 x 9 x 8 down to 1, the powerhouse business growth number is 3,628,800.

It may sound unimaginable to dedicate oneself to learning the skillset of ten different careers. However, when we undertake to learn the essentials of a couple of other disciplines, we are well on our way. Cross-training oneself plus employees will guide you to the results you desire that may have been previously unimaginable.

HYPCCCYCL is the creation of Julia and Justin, featuring top B2B revenue leaders cross-training their GTM (go-to-market) skills with VCs. The content of Reinventing Virtual Events provides excellent insights to enable you and your teams to achieve more than you may currently believe to be possible. Watching the games in action is remarkable, an ideal learning vehicle, and viewers often participate in future rounds. The book sets the stage for our new business model, and we invite you to join the performance, literally.

If you have any lingering doubts or are consumed with intrigue, you may find more information about Julia Nimchinski and Justin Michael on their LinkedIn profiles.

Office Environment and Entrepreneurial SpiritToday’s theme is not only about learning and combining varying skill sets but also embraces the theme of an inclusive environment. Each person on one team possesses experience and knowledge. Above, we speak about exponential results. Imagine what the cross-over of training between disciplines utilizing everyone’s experience can do for the overall business growth outcome. Moreover, the diversity of teams adds to a greater depth of knowledge that may convert to intriguing a far more robust audience.

In Conclusion: Top-Notch Business Advice from Leaders In The FieldThe choice is always ours to either dismiss the business advice from leaders or pay serious attention to do our due diligence by researching what they have to say. Feeling secure with your current knowledge becomes the right time to heed top-notch business advice from leaders in the field who are making a difference in society.

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At its core, gratitude is an excellent antidote for the isolation which has become such a problem for so many of us. While the COVID-19 pandemic put a painfully bright spotlight on the problems that are caused by isolation, the truth is most of us are more functionally isolated than our predecessors in both our personal and professional lives, and this has been a growing concern for decades.

When I talk about gratitude, I’m speaking about a feeling of appreciation to someone or something that has benefitted you. It can be large, small, life-changing… and it can be direct OR indirect. For example, who are my coffee drinkers in the house? Do you KNOW the farmers who grow the beans that make that delicious elixre of life? I know a handful of coffee roasters, but I don’t personally know any coffee farmers. Despite that, I am sincerely grateful to the folks who work hard to allow me the luxury of enjoying my daily java (and so are the people who have to spend time with me).

When we experience gratitude, whether we are conscious of this or not, our brain is not only experiencing a positive outcome from whatever it is that we’re grateful about, but we’re also reminded that we’re connected to something or someone outside of ourselves.

Gratitude is fundamentally about connections.

Before we dive into the professional implications of gratitude let’s prime our brains for this conversation by giving ourselves a little pick-me-up of serotonin and dopamine as we practice some real-time gratitude. How many of you have heard the expression “Look for the silver lining”? I appreciate the sentiment in those words, and yet sometimes life is really messy, and asking people to pretend it’s not can be more hurtful than helpful. So when I got to a place in my life where things were just RUGGED, I started looking for SILVER THREADS… tiny bits of positive experience, and there are zillions of these throughout even the most rugged days.

I remember when my kids were small and somebody brought a stomach bug home, and one day, I gratefully realized OH MY GOODNESS – NOBODY got sick last night! For the caregivers out there, you know that’s actually a pretty BIG relief… but it’s not something we would normally think of when we’re looking for things to be grateful for, and that’s a shame, because collecting small moments of gratitude periodically throughout our days and weeks is actually an incredibly powerful way to balance out our experiences.

So to kick this off, we’re going hunting for bright, shiny silver threads. Our brains process about 34 gigabytes of information every single day, so scientifically there have to be at least a handful of those moments where you felt good, grateful or positive, at least for a second or two. Don’t overthink this – and don’t reach for the obvious responses. Give yourself permission to mentally stretch JUST a moment and think about ONE THING for which you are FRESHLY grateful. It could be something that you experienced this morning, or maybe even something you’re looking forward to in the next week or so.

Give yourself a few minutes to really think about this moment in time. If it’s something that already happened, re-play it in your mind and let all those positive emotions percolate through your mind again. If it’s something that hasn’t happened yet, imagine what it might be like, in as much detail a you can muster, and enjoy the positive anticipation! Then, jot that thought down on a sticky note or index card, add the hashtag #silverthreads and then grab your phone, take a picture, and, share your snapshot with your people, maybe on Instagram, LinkedIn or Tiktok, or send it as a text if it’s about somebody you know – let them experience some happiness, too!

OK – Now that we’ve done a little self-care, it’s time to make this professional. Odds are if you’re a regular reader of my work you already care about your people. I also recognize that in today’s world, it takes more than that to change hearts, minds, and business practices. So let’s start with some basic (and startling) stats. Employee engagement is a costly and complicated challenge that organizations of all industries have tried to address for decades with little improvement in average engagement scores overall. Gallup’s 2022 global survey found that only 22% of employees globally are engaged at work. If you’re responsible for paying salaries, that number should freak you out. The cost of that disengagement? 7-8 TRILLION dollars, annually.

Meanwhile, 70% of employees would feel better about themselves if their boss were more grateful, and 81% would work harder. 95% of employees agree that a grateful boss is more likely to be successful. Employees who experience more gratitude at work report fewer depressive symptoms and stress. Lack of gratitude is a major factor in driving job dissatisfaction, turnover, absenteeism, and burnout. In recent surveys, half of the people said they regularly said thank you to their family members, but only 15% say thank you at work, and 35% of people say their managers NEVER thank them.

In research cited by the Wall Street Journal, the workplace ranked last of places where people express gratitude, with just 10% of people saying thank you to their colleagues and only 7% saying thank you to their supervisor.

And yet, some people actively discourage gratitude at work. There’s actually an employee-motivation consultant in San Diego, as saying, “We thank people around here: It’s called a paycheck.” Yikes. I think I’ve worked at companies he’s tainted!

And while we’re on this subject, I want to mention that while for SOME things (like laughter) you CAN fake it ‘til you make it… Gratitude is NOT one of those things. Inauthentic gratitude or just “going through the motions” will damage your credibility, decrease trust, create friction on your teams, and generally contribute to an unhealthy workplace culture. People can smell insincere gratitude a mile away.

Here’s one final statistic for you. Regular gratitude journaling has been shown to result in 5% to 15% increases in optimism and 25% increased sleep quality, and the health and behavioral benefits from those two alone are massive. What might it do for organizational performance? That was the question I wanted to answer when I was designing my doctoral research project.

I partnered with a consulting firm whose engagement scores had, much like employee engagement around the globe, remained lower than desired by management. Two questions framed my initial research. How do intentional gratitude practices influence job satisfaction, and how can intentional gratitude practices be improved to increase job satisfaction? A sample of the employee population was surveyed to assess current state job satisfaction and role confidence, then assigned to one of two groups. For four consecutive weeks, one group kept a daily gratitude journal, while the other reached out daily (yes, at least once a day!) to professional connections to express gratitude directly. Employees from each group were then interviewed to determine if there was a change in their job satisfaction, role confidence, or perception of gratitude in the workplace.

In this series, we’ll explore what we discovered, and along with those findings, I’ll share recommendations which I’ve been able to use to help companies create healthier working environments with more engaged teams. In 2023, I’m looking for opportunities to repeat this research with organizations across a wide array of industries, so if this is something that has sparked your curiosity, let’s talk!

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Shipping services are an essential part of any business, but the costs can quickly add up. Indeed, high shipping costs can be an obstacle to growth,k preventing your business from reaching out to a broad audience market or from financing its expansion.

When it comes to shipping costs for businesses, proper logistics planning is essential. Without a well-thought-out logistics strategy, businesses can find themselves with higher than necessary costs for their shipping services. With the right planning and execution, however, companies can save considerable amounts on their shipping services.

Inadequate logistics planning can result in inefficient routes, poor supplier management, and an inability to take advantage of discounts. Companies may also find themselves paying for services that are not needed or paying more for services than necessary due to a lack of information. Furthermore, companies may be running up unnecessary expenses without careful consideration of things like fuel costs, vehicle maintenance, and scheduling.

Having a comprehensive logistics plan in place helps to identify the most cost-effective strategies for the business’s shipping needs. Below, we review the most common challenges in logistics planning.

Bulky Packaging

Packaging plays an important role in shipping costs. Many businesses unknowingly use bulky packaging that increases their shipping costs. Not only does bulky packaging take up a lot of space, but it also adds extra weight that may require additional shipping fees or charges. When it comes to packing your products for shipment, consider the size and weight of the item and make sure you’re using the appropriate sized box and packing materials. Indeed, one of the first considerations of logistics planning is to define the exact size of your shipping. Understandably, large shipping will increase transport costs, using more truck space and, consequently, more trucks. Yet, switching to adequate wholesale packaging supplies that better meet your size requirements could save costs in more than one way:

• Businesses can load more items into the same truck
• Businesses can deliver more items simultaneously
• From a logistics point of view, it is easier to schedule shipping when there are fewer trucks to coordinate

This will not only reduce your shipping costs, but it can also help to ensure that items are securely packaged and protected during the journey. Cardboard boxes that are too large can contribute to damage during transport.

Not Finding the Right Shipping Partner

Finding the right shipping partner is a crucial step in reducing costs and ensuring goods reach their destination safely and on time. Working with a partner who’s experienced in handling similar shipping to the same region(s) can help you avoid costly mishaps, as well as help keep shipping costs low.

When looking for a shipping partner, there are several key factors to consider. First, you need to find a partner knowledgeable about the particular type of shipping you’re dealing with, whether domestic or international, road freight or air freight. You should also ensure the partner has an established network of reliable carriers and customs clearance services.

You should also consider the capabilities of the shipping partner in terms of size and weight limitations, transit times, and tracking capabilities. Additionally, ensure that the shipping partner can accommodate any special requirements for your shipment, such as hazardous goods or temperature-controlled items.

Finding the right shipping partner also involves researching their customer service record. Make sure they have a good reputation for providing quality customer service and responding promptly to any issues. In addition, look into their pricing structure and ask them if they offer discounts or incentives for certain types of shipping.

By taking the time to research different shipping partners, businesses can greatly reduce their shipping costs while improving service quality.

Aiming for a Market That’s Too Big for You

Understandably, businesses want to maximize their profits by expanding their market reach. However, many businesses need to recognize the unique shipping challenges that come with aiming for an international market. As such, they are often faced with costly problems when getting their products to overseas customers.

First, international shipping can be very expensive and time-consuming, as you have to navigate different customs regulations, international taxes, and tariffs. You will also need to consider the costs of making sure your shipments are compliant with all necessary regulations and laws. Additionally, transportation times can vary greatly due to distance, weather, and other factors.

Second, it can be difficult to tailor shipping to meet the needs of each individual country. For example, certain countries may require special packaging materials or labeling to ensure products meet health and safety standards.

Essentially, international customers are likely to look for competitor alternatives when a business fails to:

• Match as much as possible shipping times between local and international shoppers
• Keep international shipping costs low
• Prepare for custom taxes

Lack of Security on Trucks

Without proper security solutions in place, your fleet is vulnerable to theft and loss of goods while in transit. This can be a huge financial and reputationally setback for any business. Fortunately, there are fleet security solutions available that can prevent thefts and loss.

For example, dashcams are a great way to ensure your shipments are safe and secure. Dashcams record the driver’s journey and provide an extra layer of protection against break-ins.

Another important aspect of using a dashcam in your fleet is to protect your fleet from unfair claims. For example, when a customer requests a refund for an item that was damaged during transit, you can use the dashcam footage to show that transit was uneventful and even record the state of the shipping on arrival. False claims can be expensive for businesses.

Additionally, you can use item GPS tracking to monitor shipments in real time. Item tracking allows businesses to monitor the progress of their shipments, meaning any theft or loss can be detected quickly.

Lack of Fleet Data Tracking

Fleet data tracking is essential for businesses looking to reduce their shipping costs. By tracking the performance of their fleets, companies can optimize routes and schedules to save on fuel costs, maintenance, and labor. The ability to analyze historical data helps businesses to identify areas of inefficiency, allowing them to plan better for the future.

Tracking vehicle performance also helps to spot any potential problems before they become serious. The right fleet data tracking system will provide detailed speed, location, and driver performance reports. Companies can then use this data to monitor and reward drivers while giving them a clear set of goals to work towards.

Using fleet data tracking can also help businesses increase their customer service, as it allows for better predictions of when orders will arrive. This can be instrumental in ensuring that customers receive their orders on time, which can, in turn, build trust and loyalty.

Overall, fleet data tracking plays an essential role in reducing shipping costs for businesses. By keeping track of vehicle performance, companies can optimize routes and schedules and provide better customer service. With the right system in place, businesses can save money and ensure that their customers are satisfied with their service.

Poor Fleet Management

What does it mean to manage your fleet efficiently? Poor fleet management can significantly increase the costs associated with shipping goods for businesses.

Regular and planned truck maintenance helps keep your vehicles in top condition, which can reduce breakdowns and potential delays that can incur extra costs. Frequent servicing and inspection should be done to ensure that the trucks are running as they should, that they meet safety requirements, and that they are efficient in their use of fuel and other resources. Yet, the biggest challenge when it comes to logistics planning is to be able to determine not only when trucks need servicing and repairs, but also how to best schedule it without affecting shipping schedule. That’s precisely where data tracking can highlight wear and tear risks and optimize planning around essential maintenance tasks.

Additionally, driver training is essential for many reasons. Training can encourage drivers to take better care of their vehicles while in transit. It can also include topics such as driving techniques in a variety of challenging road conditions, which can ultimately lead to cost savings.

Inadequate Driver Rota

Creating an effective driver rota is one of the most important parts of logistics planning. It helps ensure that shipments are delivered on time, to the right locations, and in the most cost-effective way possible.

However, if the driver rota is not properly planned and managed, it can lead to a number of problems that can increase shipping costs. For example, an inadequate driver rota may cause delays due to drivers being overworked or under-utilized, which can affect the quality of their driving. Shipping delays can often be traced back to ineffective rota scheduling.

In addition, an inadequate driver rota may also lead to increased safety risks due to fatigue. This could result in more accidents and damages, which would add to the costs of shipping. Therefore, it is essential for businesses to plan their driver rotas carefully, taking into consideration the needs of both drivers and customers.

By creating an effective driver rota and ensuring that it is well managed, businesses can significantly reduce shipping costs. Indeed, planning routes effectively to play to individual drivers’ experience, ensuring that drivers are well rested, and making sure that all customer orders are met on time will save money on fuel, labor, and stress.

In conclusion, the increasing complexity of logistics planning for shipping services can hold business growth hostage. Saving costs and protecting your business reputation through effective shipping begins with a strong logistics strategy that encompasses customers’, drivers’, and fleet needs.

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If you want to have a business that is likely to do well and which you can probably enjoy running, then you might want to look into the possibility of running a logistics company. This is one of those company types that are pretty much always going to be a good bet, and which you will therefore want to really consider as a potential means of running your own business. In this post, we are going to take a look at just what it takes to success in the world of logistics.

Remember It’s About SalesOne of the things that people often forget about in logistics is that it is actually more to do with sales than many other factors. So as long as you are aware of that and you remember that, you should find that you are going to be able to keep yourself aware of the means by which you actually find success in logistics. That means utilizing your sales skills to really make a huge success of the process. You’ll then be able to start up a unishippers franchise or similar whenever you want and make it truly successful.

Planning Is EssentialThe ability to plan well is something else that you are going to need to think about here, because otherwise you might struggle to make your logistics work out as they should. Good planning means that you are going to have the ability to see what’s going to happen, and that is more or less a working definition of good logistics. As such, it’s something that you really need to make sure that you are thinking about. You might be surprised at just how effective it can be and how much it can make a difference to your business.

The Supply ChainIn a sense, logistics is all about the supply chain, making sure that you keep it happy and that you are doing whatever you can to use the right partners in the right way and at the right time. So as long as you are aware of how to do that, it’s likely going to mean that you have much more in the way of success going on with your logistics business, and it’s amazing how true that can actually turn out to be. Make sure that you never forget the wide supply chain issues that you need to keep in mind.

Analysis & ChangeAt all times, you need to be paying attention to what is going on in your logistics business and make sure that you are analyzing it and seeing what might need to change. Just doing that is going to mean that you are much more likely to succeed, because you will be diverting attention to where it needs to be at all times. So that is something that you are going to want to think about here for sure, and which could really help you to build up a business that you are happy with and proud of.

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After gaining experience in a variety of warehouses across a wide range of industries, including automotive, ecommerce, distribution, manufacturing, retail, and leisure, and getting a better understanding of the inner workings of the warehouse industry, I have a better grasp on the improvements that can be made in this sector. Because each location is unique, there is not a single optimal option. Mezzanine levels have the potential to liberate meaningful space for any industry, which not only enables room for development but also maximises the efficiency of commercial operations.

It doesn’t matter if you want to make extra room for offices or storage; everything is on the table, including the possibility of rearranging the placements of different sorts of sections inside the warehouse in preparation for an expansion of the entire facility.

Prior to moving on with the thought of extending the building, you have the option of selecting an internal structure as an additional level (if there is airspace available). This offers up good alternatives for a room to support development in the design of the warehouse. This is not only a very time and money efficient approach to develop the company, but it also does not require any planning clearance.

There are many different types of floors that may be constructed, each with their own unique material and layout. Before beginning construction, it is important to evaluate the requirements of both your warehouse and the product that will be moved onto the floor. In the event that the product is not the intended use, the same logic applies to the design of the purpose.

If you need a structure that is only semi-permanent, steel mezzanine is a good option because of its dependability and resiliency; it can hold heavy things without any problems and stays in place for a very long time. If you don’t need a semi-permanent structure, this is the best option because it’s easy to dismantle and reassemble. When inquiring about the cost of this alternative, the price is consistent; nonetheless, it is possible that it will be more costly than wood in most circumstances, although this assertion is contested.

Wood constructions can be a good alternative since they have strengths that are comparable to those of a steel mezzanine; nevertheless, the decay rate that results from different types of environments might make them a more temporary remedy. Wood is susceptible to change when exposed to water, heat, insects, or animals. There are techniques to prevent or slow down the onset of undesirable circumstances, but in the end, wood will not last very long at all, but the amount of time will depend on how long you want it to survive. In today’s world, finding a good carpenter can prove difficult, but obtaining the necessary wood should not be difficult at all.

In conclusion, steel is a more favourable alternative for a new floor since it is more durable and will last longer. Although wood isn’t completely out of the question, it isn’t the first option unless it is feasible from a budgetary standpoint.

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Amazon made it easy for regular people to sell products online. And many now use the platform to generate six-figure incomes for themselves.

Unfortunately, almost everyone makes mistakes along the way. And these can cost them dearly, preventing them from being successful long-term.

That’s where this post can help. We take a look at all of the mistakes new Amazon sellers seem to make and how you can avoid them.

Spending Money On Paid Advertising Without A Real Strategy

Amazon now lets sellers advertise from within the platform, which is a great idea. However, it also comes with risks. Spending money on ads doesn’t always make sense. And if you get it wrong, you could fall into negative returns – not what you want.

Therefore, you’ll need a strategy before you start spending money. Don’t buy any PPC until you know your goals and what you want to achieve.

Also, make sure you understand how Amazon ads work. Don’t throw money at them expecting immediate results. It doesn’t work like that.

Failing To Manage Inventory

Next, many Amazon sellers get into trouble when they fail to manage their inventory correctly. Brands fall short of the platform’s standards when customers discover their products aren’t available.

Unfortunately, Amazon doesn’t just give sellers a slap on the wrist. Failing to have products in stock damages SEO and makes it less likely you’ll appear on page one of Amazon results.

Therefore, get into the habit of tracking your inventory levels regularly. Make sure you have real-time metrics showing you demand forecasts and when you need to place your next order. Avoid the temptation to wing it or play it by ear. That rarely works and it could land you in trouble.

Once you improve stock levels and know what you have in reserve, you can begin to relax a little and let the algorithm take over. Regularly supplying people with your goods and services is the best way to protect yourself from brand damage.

Failing To Manage Your Tax Liabilities

Tax liabilities vary from country to country. However, most jurisdictions have both sales and corporate tax rules you need to obey. Failing to do so could result in trouble with Amazon and the authorities.

Amazon sellers typically pay sales taxes based on their location. Therefore, you can sell all over the world, but you pay the sales tax rate that applies to your local area.

You’ll also want to familiarize yourself with various tax concepts. This way, you know what they mean when authorities contact you. Filing, remittance, and collection should all be terms you understand. If you don’t know what they mean, work with a bookkeeper who does.

Reaching Out For Customer Reviews

Most brands reach out to their customers for feedback and reviews. However, you shouldn’t do this on Amazon. That’s because it goes against the company’s policies. The platform believes companies should not influence reviews in any way, which is why it does not solicit them.

You may have noticed this when using Amazon yourself. The platform is extremely cautious around the issue of feedback. It does not provide customers with any giveaways or incentives in return for them leaving a review.

Botching A Product Launch

Brands assume that launching a product on Amazon is different from any other platform. However, that’s not true. They are more similar than you might think.

Launching products on Amazon requires going through all the steps yourself. It’s not enough to post the product on the platform and then expect it to do the rest for you. That won’t work.

Launching a product the right way includes using the Amazon Sponsored Products campaign, promoting the new item on social media, and looking for ways to increase organic Amazon sales, such as implementing the right keywords. This way, you should improve your visibility, generate more reviews, and get a larger number of people interested in your product.

Sluggish Fulfillment

You can get away with fulfilling orders a couple of days after users place them on eBay and Etsy. However, the same is not true of Amazon. The American conglomerate prides itself on its rapid same-day or next-day deliveries.

Therefore, third-party sellers need to up their game. You want to deliver orders within 1 to 2 working days. This way, you’ll get ahead of slower competitors on the site.

Only promise what you can achieve, though. Don’t tell customers you can deliver their orders within a few hours if it will take you several days in reality.

New sellers struggling with fulfillment should choose Fulfilled by Amazon. This way, you can benefit from the platform’s infrastructure while you set up your own fulfillment centers.

Expensive Shipping Options

Amazon gives sellers flexibility on shipping prices. However, you’ll want to make sure you reign these in as much as possible. Customers resent having to pay shipping fees, particularly if they are Amazon Prime members.

The only way you can get away with high shipping prices is if you sell a unique or rare product. However, the likelihood of having no rivals is small.

To avoid expensive shipping, calculate your margins ahead of time. Find out what you need to sell items for to turn a profit.

Then, ask various delivery partners for shipping quotes and rates. You will find quite a wide spread, letting you choose the best price for your items. You may be surprised to discover how profitable you can be.

Poor Product Listings

Newbie Amazon sellers also tend to gloss over their sales copy, believing it is unimportant. That couldn’t be further from the truth. Buyers often want to find out specific pieces of information about a product before committing themselves to a purchase.

The trick here is to answer all your customers’ questions in your descriptions. Make sure you provide them with all the information they need to make an informed purchase decision. Always list the full specifications of your products, even if they seem boring. Also, answer questions your customers may ask in detail. Give them all the information they need to feel confident hitting the buy button.

Aside from the copy, you also need to consider the quality of your images. Avoid anything that looks pixelated, cut-and-pasted, or low-effort. Double-check the quality of your images by accessing your Amazon pages independently.

Delivering Dreadful Customer Service

Amazon won’t deal with all your customer service needs for you. As the vendor, you’ll have to provide your clients with direct support when they ask for it.

Remember, 60 percent of customers prefer good customer support to low prices. Hence, it makes sense to invest in support when you can.

You can also sell through Fulfilled by Amazon if customer service is your weak point. This service takes care of all complaints, returns, and questions for you. Just remember that Amazon might not know as much about your products as you do,

Selling Products Sold By Everyone Else

Lastly, many newbies think they can start making money on Amazon immediately by selling anything. However, that’s not the case. Ideally, you want to pick a niche nobody else is in. This way, you can get a temporary monopoly on items you sell, at least within the Amazon ecosystem.

Going up against established players is a bad idea. They have bigger budgets, more connections, and better marketing. It’s just hard to keep pace.

In summary, you can’t guarantee success on Amazon. However, you can improve the likelihood of a positive outcome for your business dramatically with the right approach. Avoid these mistakes and you will go far.

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Are you planning a crowdfunding campaign for your business? If so, then you should strongly consider utilizing a crowdfunding pledge manager. This is a tool to help streamline and organize your campaign. From tracking backer information to facilitating communication between backers and creators, there are many advantages to using this software. Let’s look at nine of them.

1. Automate Your Campaign Tasks

A pledge manager automates tedious tasks that can often bog down campaigns, such as collecting backer data or managing shipping information. By taking care of these mundane tasks automatically, you can focus on other aspects of your project and save time in the process.

1. Track All Your Backers in One Place

With a manager for pledges, you can easily keep tabs on all your backers in one place with real-time updates and notifications as they come in. Not only does this save time by keeping everything organized, but it also allows you to better engage with your backers by providing customized messages regarding their pledges or offering discounts when appropriate.

1. Easily Offer Add-Ons and Upsells

With a crowdfunding manager, it is easy to offer add-ons and upsells during your campaign without having to manually adjust each order or payment method separately. This helps increase revenue while making the entire process simpler for both the creator and the backer.

1. Offer Dynamic Pricing and Discounts

Dynamically pricing products or offering discounts is an effective way to increase sales during a crowdfunding campaign, but this can quickly become complicated if done manually or through other tools such as spreadsheets or emails.

A crowdfunding manager makes dynamic pricing much easier by allowing backers to update their orders within their accounts before checkout without additional effort from either party involved in the transaction.

1. Collect and Manage Shipping Information

Collecting accurate shipping information from backers is critical for successful fulfilment after a successful crowdfunding campaign concludes, but it can be difficult if done manually via spreadsheet or email requests alone! With an automated system, all this information is collected automatically and stored in one place, making things much easier when it comes time to ship out rewards.

1. Automate Fulfilment Processes

A manager allows you to automate fulfilment processes such as generating packing slips and order confirmations as well as send automated updates about delivery statuses directly from within the platform itself, saving time (and headaches!) while ensuring accuracy in all communications with backers throughout the entire process.

1. Support Survey Creation

Most pledge managers include survey creation capabilities that allow creators to collect additional information from backers during their campaigns, such as questions about product preferences or demographic data, which helps them better understand who their customers are and how best to serve them moving forward into post-campaign efforts like product launches or marketing campaigns.

1. Streamlined Payment Processing

Pledge managers make it easier for backers to pay for your products or services via convenient payment options like credit cards and other forms of payment. Not only does this simplify the payment process for backers, but it also makes collecting payments more efficient by automating billing processes and eliminating manual data entry.

Plus, because all payments go directly into your account, there’s no need to worry about tracking down late payments or having to wait until after the campaign ends before receiving your funds.

1. Tax Compliance Assistance

Running a successful crowdfunding campaign requires compliance with tax laws in both Canada and the United States (if applicable). A good manager will assist you with ensuring that all taxes owed on pledges are paid on time to avoid costly penalties or legal issues down the road.

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It’s big business at the moment, and the kind of industry that only looks set to grow and grow. If you are thinking of getting into the world of selling CBD products, then you might be curious if there is anything you will need to know about making it work. The truth is that it is probably simpler and easier than you think to do so, but it’s going to be important to make sure that you are aware of all the ins and outs as best as you can be. Let’s take a look at some of the main things you’ll therefore want to consider.

Overcoming PrejudiceThere is still quite a bit of prejudice in some parts of the world and among certain communities about using hemp or cannabis products in any way at all. Despite the fact that CBD is not a mind-altering substance, a lot of people are still a little unsure about it. So something you will have to work out is how to overcome that prejudice in order to assure people the product is legitimate and safe – and legal. The sooner you do that, the better it will be for your business, so bear that in mind.

Setting Up Your WebsiteMost CBD sellers trade their wares online, and it’s important that you make sure you therefore have a website that you can be proud of. It’s vital that you set up a website you are going to feel does the job, as it were, and this is something that can be a lot easier than you might think, so that’s quite important to think about as well. The truth is that it needs to have a clear set of products as well as good payment systems – get payment processing for hemp products and make sure you do it right.

Providing A RangeThe more of a range you have, the better. That’s because the basic product, the CBD, is actually quite a simple thing and you are going to need to make sure that you can offer it up in as many guises as possible. As long as you do that, it’s the kind of thing that is going to really make a difference to how you sell your CBD and how likely you are to find success with the business in question. So make sure that you are doing this from as early on as possible in the lifespan of the business.

MarketingFinally, it’s never too early to start marketing your products, and you’ll want to make sure that you are doing so in the best possible way. That is the kind of thing that can be surprisingly hard to get right, so you are going to need to think about how you can best approach this. Good marketing is often the difference between a successful business and one that flounders, so that is definitely something that you should make sure you are focusing on as best as you can. If nothing else, it will help to sell more upfront.

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Every day, people go about their business from home to work, work to the store, and back to work again the next day. The process can seem tedious, especially if your job involves dealing with purchasing, payments, and requisitions. Luckily, software has evolved enough to become an essential tool to helping companies keep better track of things and ultimately thrive. So, the question is, do you need purchasing software at your business? Of course you do! Here’s why:

Improve Your Spend Under Management Process

Spend under management is an interesting concept that seems confusing at the outset. But in reality, it’s quite simple. It’s not merely the amount of money a company spends on things. It’s an actively managed amount that covers everything from raw materials and equipment to services. Most businesses use the concept of spend under management to track spending and avoid overspending. It’s also useful for preventing rogue spending, negotiating better prices from suppliers, and even stopping overspending in its tracks. Tracking spend under management isn’t always as streamlined as it should be. Fortunately, a software solution removes the guesswork out of the process by keeping all the pertinent information you need in one place where I can be easily accessed and assessed.

Improve Visibility

Purchasing and procurement software are ideal for improving spend visibility across your entire company. You need to know what you’re doing and where your money is going. Without a powerful and detailed process in place to track spend visibility, you can end up losing money or worse. First and foremost, your purchasing software will likely include the ability to track and monitor how much you’re spending on goods and services. Visibility helps identify and address issues along your purchasing process. If there are any inefficiencies, and can identify those. It’s the same case for fraud. Finally, spend visibility can help you identify cost savings opportunities too. Whether it’s through the power of electronic invoicing and tracking or through spend analysis software, you can rest assured your purchasing software will help improve your spend visibility and help you make critical decisions every day.

Centralized Buying

Discussing procurement without talking about buying wouldn’t make any sense. With purchasing software, the buying process can move beyond the simple buying guides to encompass a centralized area in which you can compare items and purchase them from different suppliers. This can be through specialized Punch-Out catalogs or other systems your suppliers use to manage purchases. Punch Out catalogs are especially important in B2B businesses and other Industries where purchases are made frequently. Keeping track of them is challenging, with the right software solution it can be much simpler on a more permanent basis.

Inventory and Supplier Management

Much like buying, managing inventory is essential to successfully running a business. Inventory can suffer from all sorts of problems. From theft to fraud, to misplaced items, it’s easy to lose money at the inventory management stage. Fortunately, there are plenty of cost saving and efficiency solutions available to ameliorate this problem. Purchasing software solutions for example, help save money by allowing you to negotiate better deals with suppliers and help find ways to do business with them more efficiently. This can help with obtaining discounts as well as finding ways to manage inventory in your warehouses and beyond. Keeping track of supplies, reordering, shifting them around, and all the other day to day tasks involved in inventory management are much easier with powerful software on your side.

Contract Management

Contracts are an essential part of running any business. They are especially critical to purchasing and procurement. Another great benefit of having strong purchasing software at your company as part of your overall enterprise management suite is the ability to manage your contracts. Being proactive with contract management and enforcement helps you negotiate discounts, keep suppliers in check, and ensure everybody’s holding up their end of the bargain. The software will manage the contracts for you and ensure they’re enforced at the appropriate times. This, in turn, helps you leverage your power to help your business succeed while maintaining positive relationships with your suppliers.

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Launching your own business is a big undertaking and an accomplishment to be proud of in your life. There’s no telling how well you could do and the results you may produce when you put your mind to it and are committed to your company and your entrepreneurial journey.

While you may have some hesitations, you also likely have a lot of energy and enthusiasm about the future and all that you can do when you stay focused. There are some keys to building and maintaining a successful business that you must consider applying if you want to have a bright and stable future. These suggestions will help you create the foundation you need to ensure you achieve more and can thrive for years to come.

Make & Follow A PlanIt all starts by making and following a business plan closely. It’s important that you lay out your short-term as well as your long-term goals and how you’ll meet each one. You can’t wing it or have a vague idea of where you’re heading and expect to be successful. Instead, you need to document every step of the way and know the types of resources you’ll require to get to where you’re going. Get organized and keep detailed records of all you do so that you can refer to this information along the way and if necessary. Write down your plan but also don’t be married to it. Instead, monitor the marketplace and your industry and be willing to flex and adjust as you see fit.

Invest in Marketing to Generate LeadsYou also must find ways to generate new and the right types of leads when you’re trying to build and maintain a successful business. It’s essential that you are willing to invest in marketing and use a mix of means for getting your message in front of the right audience at the right time. One option to consider as consumers start to use and engage on social media platforms even more is the vinsolutions crm facebook integration tool and solution. This way users can input their information right within the platform without having to leave and go elsewhere and you’ll be that much closer to increasing your sales and growing your business.

Hire Talented EmployeesYou also will want to have a solid team of employees in place as you begin to build your company and try to find long term success. You won’t be able to manage and complete all the necessary work yourself as your business grows so be prepared by hiring the right people for the job. Consider implementing a recruiting strategy and thinking through what types of employees will best fit the company culture you’re trying to build and will have the needed skills to perform the work. It’s best to avoid hiring the first people you think of or friends and family. Instead, document job descriptions and hold interviews to whittle down your choices and attend the right recruiting events where you can hopefully find the ideal candidates to work for you. Once you have the best employees in place then it’s your job to manage them well and reward them fairly so you can keep them.

Provide Excellent ServiceAnother key to building and maintaining a successful business is that you need to be able to keep the customers who are making purchases from you. Be willing to go above and beyond whenever possible and make it a point to provide not just great but excellent service. Train your employees and have policies and best practices in place so that you’re fair and consistent. Come to the conversation with an open-mind and possible solutions so that your customers feel heard. Encourage your satisfied customers to go online and leave reviews for your company so that you can gain more attention and more leads this way as well. Pride yourselves on being responsive, available, and always following up with your customers and potential sales.

Improve ProductivityIf you’re going to succeed as a business owner then you need to also find ways to improve and increase business productivity. It can be anything from organizing and decorating your office a certain way to moving your work online to reduce errors and speed up processes. Open and honest communication as well as having technology solutions in place will ensure that you can boost productivity and meet your goals more quickly. The more productive you all are as a team, the greater chance you have of surpassing your competitors and achieving more than what you planned for.

Know Your CompetitionIt’s also important that you know your competition in detail and understand what they’re up to. This will help you plan and prepare for the future and allow you to identify areas where you may be able to swoop in and steal some customers away from them. Study your competitors and discover what’s working for them and what is giving them the most trouble. Not only be aware of who they are and what they’re doing but try to outsmart them and get to market with better ideas and solutions than what they’re offering.

Gather & Listen to FeedbackYou can’t assume you know it all and expect to do great things in your career. Instead, you should be proactive about gathering feedback from others. Not only get it and ask for it but also listen to what your customers, employees, and business colleagues are saying so you can use their comments to your advantage. There may be opportunities to do better or make changes to how you run your business that will help you overcome certain obstacles and challenges. Always be taking in new information and growing so that you can learn from your mistakes and make wiser choices in the future.

Focus on QualityWhen you produce and sell quality products or services then there’s less likely a chance of unhappy customers and dealing with returns and negative feedback. Therefore, focus on quality and making sure all you’re doing is consistent and ensures the highest of standards are being met. Build and maintain a successful business by having quality control measures and processes in place and not cutting corners or taking the easy way out.

Make Connections & Nurture RelationshipsAs a business owner, it’s in your best interest to get out there and put a face to your company. Make connections with others in the community and ensure people know who you are and what you’re selling. Once you form these types of business connections then make sure you take the time to nurture them and maintain solid relationships. You never know when you’ll meet someone who will have a new idea or solution you can apply or who can help you push your business forward in a better direction. It’s also smart to identify a mentor who you can bounce ideas off of and turn to when you need advice.

Take Calculated RisksYou can’t play it safe and expect to achieve success in your business career. Your position will require that you take calculated risks and aren’t afraid to test the waters or try something new. All that you want to make sure you do is that you prepare and calculate the best options and course of action in advance and then have a backup plan in place just in case. It’s the only way you’re going to be able to grow your business, reach other markets and customers, and make a name for yourself in a very competitive space. Think up new ideas and solutions and then don’t be afraid to implement them if they will help you take your company to the next level.

Be Innovative & CreativeYou can build and maintain a successful business by being innovative and creative as well. Innovation can be a bit intimidating because it means stepping outside your comfort zone and taking a different approach. However, keep in mind that staying where you are and getting comfortable in one place isn’t what’s going to help you stand apart from the rest. Apply your creativity and gather ideas from your employees who have an innovative mindset and then start doing some testing. There may be opportunities you’re missing out on by focusing only on what you know and what’s going well.

ConclusionBeing a business owner today isn’t by any means easy and will certainly keep you on your toes. What you can’t do is give up trying or become frustrated because of an obstacle or setback. It’s important that you have a positive attitude and are committed to persevering through the good times and the bad. These keys and tips for building and maintaining a successful business are good starting points and ways to approach your career and business. Why wait any longer or for tomorrow to make a change? Instead, get excited about all that could be and the possibilities that are in store for you when you are willing to take a chance and consider a new path to finding success.

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With it currently being the holiday season, you’re probably dealing with holiday stress, and, more specifically, trying to figure out how to juggle your business while also getting to spend time with loved ones during the season. In general, this is something that can prove to be fairly tough. However, thanks to automation, many of these troubles can just disappear. So, here are some ways that you can automate your business so you and the rest of your team can just relax during the time off.

Set up holiday triggersHaving a holiday tracking system set up for your company will allow you to have a stress-free holiday. While your team is taking a well-deserved break, you’ll be able to keep tabs on how many sales are being made and where they came from. In addition, you’ll be able to ensure that your website is properly updated and that the emails being sent are relevant. You’ll also be able to send automated follow-up emails to customers based on their order history or if they abandoned their cart.

Automate your social mediaSocial media management can be a very time-consuming process. Finding the time to schedule posts in advance and respond to every comment or question can be challenging. Using social media automation tools can help you streamline your time. These tools allow you to post to multiple social media networks at once and even replicate the best-performing posts. There are tools such as Hootsuite that can take care of this for you. Really, who wants to work, even put up a social media post during the holiday season?

A growing number of people are using social media. In order to stay visible, you need to have a regular and engaging audience. By using automation tools, you can reduce the time required to grow your account. Many people choose to follow individuals with active social media accounts. This helps you increase the chances of reaching the right people. You also want enticing pictures and clear calls to action to encourage sharing. So, while it is important to post, even during the holiday, it must be good. Make sure you utilize automation during this time.

Schedule blog postsJust as you should schedule social media posts, you can’t forget about other content, such as blog posts or even videos. This will give you a well-rounded workload while freeing up your time for other tasks. In addition, this will help you maintain a consistent brand image on social media, which can be especially helpful after the holiday season.

For most websites, you should be able to set a time and date when you want the blog post to be present. The same can go for video content, too, such as YouTube. In general, it’s important to look around for the best marketing automation software, so you can still keep your business up and running while you and your team relax.

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Building a successful business is no easy feat. It requires immense hard work, dedication, and strategic planning. But even with all the effort in the world, it won’t matter if you’re not creating a trustworthy brand. To stand out from the competition, you must create legitimate business practices that establish your brand as one consumer can trust. Here are five tips to help you do exactly that.

Develop Your Core ValuesHaving core values is essential for any business because it serves as a roadmap that guides every decision you make. Your core values should be integrity and trustworthiness. They should be communicated across all your channels—mainly your website—so that customers know what to expect from your business before purchasing or signing up for services.

Offer Quality Products or ServicesOne surefire way to establish yourself as a trustworthy brand is by offering quality products or services in the first place. Quality means something different for every product or service on the market; research what makes yours unique and then strive to meet those standards each time they’re used. Doing so will ensure customer satisfaction and increase word-of-mouth referrals from happy customers who will spread the word about how great your product or service is!

Be Transparent About Prices & PoliciesBe transparent with all pricing, policies, and other business practices to give customers all the information they need before purchasing. Not being upfront about prices or hiding terms in the fine print can quickly damage customer trust and reputation; instead, make it easy for customers to determine the cost of your services and their rights as consumers. Utilize Notary Stamps to create an extra layer of trust between you and your customers, making it easier for them to feel safe doing business with you. Notary stamps can be used on documents, contracts, or any other legal documents that require a signature and

Prioritize Customer ServiceCustomer service should always be at the forefront of any legitimate business practice strategy—no exceptions! When customers have issues with products or services they’ve purchased from your company, they need to be able to reach out without feeling like their concerns are going unheard or unaddressed. Make sure you have systems that allow customers to get in touch quickly—whether through email or phone—and set realistic expectations for response times so customers don’t feel ignored or forgotten about after submitting inquiries.

Monitor Social Media AccountsLastly, monitoring social media accounts (Twitter, Facebook, Instagram, etc.) can help build legitimacy when done correctly. By paying attention to conversations around your brand and responding accordingly, you show potential/existing customers that their opinions are valued, which instills trust within them. Additionally, this allows brands to stay ahead of any potential issues and address them appropriately instead of waiting until something becomes too big of a problem down the line!

Establishing legitimate business practices should always be at the top of your mind when trying to build a trustworthy brand image amongst consumers. By following these five tips — developing core values, offering quality products/services, being transparent about prices/policies, prioritizing customer service, and monitoring social media accounts — businesses can start taking steps toward creating legitimacy in their marketplace. Doing so will increase conversion rates and keep existing customers engaged longer, leading to increased sales over time!

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If you have recently started your own business or you are planning to start one then you may be worried about how you will survive. Owning and running a business these days is hard as there is so much competition out there. You will constantly be looking for new ways to refresh your business and get new customers interested in your products or services. Years one to five of running a business are the hardest you will ever face. A lot of businesses won’t even make it to their first birthday because of various things going wrong. Take a look below to find out how you can ensure your business stays on top form and is always doing its very best.

FundingOne of the very first things any new business will need is a steady source of funding, this could come from a few places. You may have a family member or friend that has lent you the money to open your new business. You may have also saved the money over time so you can open this business.

Alternatively, if you don’t have any money saved up and nobody can lend it to you then you will have to seek other solutions. One such solution is asking the bank for a business loan. In order to be approved for this you will need to have a pretty strong credit history and score. Failing to have your personal finances in order will prevent you from getting the credit you need to open your new business venture.

TechnologyWhen it comes to running a successful business you will need the very best equipment and technology that you can get your hands on. Have you ever rung a company or tried to speak to them online and heard the saying ‘sorry our tech is on the go-slow today’? This is the company using old and outdated technology to try and run its business. This is not something that is going to be a longstanding viable option if you want to be successful and the best at what you do.

Technology can be expensive, especially if you are trying to kit out an entire office space. However, you need to shop around to ensure you are getting the very best, high-quality equipment that fits into your budget. The newer it is, the better it will be and the happier you can keep your customers and clients.

LocationSomething else to consider, especially if you are working with the general public, is your location. You don’t want to be situated miles away from the main hustle and bustle. This is a risky game as the chance you take is people not being able to find you. If this happens then you won’t get the right amount of foot traffic through your door spending their money. It is a well-known fact that businesses that are at the heart of the action usually have to pay more in rent. It more than makes up for it when you are visible to people that are having a mooch around the high street.

WebsiteWhen you run a business, you will want to try and get as many sales as possible. There could be around sixteen hours when your business is closed to the public. This means losing out on valuable income from selling your products. Having a business website means you can run your business 24/7 and get the customers you need at a time that suits them. People are often shopping around on their tech from the hours of 7 pm to 12 am. This is the prime time you need to have your website up and running. If you are going to go down for maintenance, it should ideally be around 4 am.

When it comes to your website, you need to be found online. This is where an SEO agency would come in handy to help get you in the rankings. If you can’t do this yourself then they are always on hand to help you. Your website itself needs to be easy to navigate and find the products your customers are looking for. There is an unofficial website rule that you may have heard of. The three-click rule is usually in place by businesses so their customers are not forever trawling through pages. It is said that if customers have to click more than three times to find the page or product they want then they may take their custom elsewhere.

We hope you found this article helpful and that it gave you a few solutions to how to run your business effectively. Getting everything right from the start will ensure you have placed down great foundations so it stands the test of time.

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Are you considering moving your business overseas? If so, there are a few things you should do to prepare. In this post, we’ll discuss four key areas of preparation: defining your goals, doing your research, financial planning, and creating a support network.

When it comes to moving your business overseas, it’s important to have a clear understanding of why you’re doing it and what you hope to achieve. What are your long-term goals for the business? Are you looking for new markets or opportunities? Answering these questions will help you create a roadmap for success.

We’re going to explore these issues and more today. By the time you’ve finished reading this guide, you should have a fair better idea of how to go about moving your business overseas, so read on now and find out more.

Define your goalsThe motivations for moving a business overseas can vary, but typically fall into one or more of the following categories:

To tap into new markets: Moving to a new country can open up your business to an entirely new customer base. This can be especially helpful if your current market is saturated or growth has stagnated. It’s very often the case that there are more opportunities for business in other locations, and you can take advantage of that.

To access new talent: In some cases, businesses move overseas in order to gain access to a larger pool of potential employees. This is often the case in industries that require highly skilled workers, such as technology and engineering. If you feel that you can’t access the specialized and skilled labor you need or you can’t afford to do so in your current location, moving to a new location might make sense.

To lower costs: Doing business in another country can sometimes be cheaper than maintaining operations domestically. This may be due to lower labor costs, cheaper raw materials, or more favorable tax rates. Costs matter when it comes to running any kind of business, and you can’t afford to run things in an unprofitable way for too long. It’s not sustainable to do so.

What are your long-term goals for your business?Before making the decision to move your business overseas, it’s important to have a clear understanding of your long-term goals. Are you looking to expand your customer base? Grow revenue? Enter into new markets? Once you know what you hope to achieve, you can start developing a plan for how best to make the move.

Start by defining what success looks like for your business. This will help you identify specific, measurable goals to work towards. What success looks like moving forward for your business in its new location might look quite different to what success looked like before when you were based in your previous location.

Once you’ve created some goals, create a timeline for your goals and break them down into smaller, short-term goals and actionable steps. This will help you stay organized and on track. And try to involve your team in the goal-setting process. This will help ensure that everyone is on the same page and working towards the same objectives.

Do your researchIf you’re moving your business to a new country, it’s important to research the business and cultural norms in that country. What types of businesses are common there? What is the work culture like? Are there any special considerations you need to be aware of when doing business in that country? These things matter more than you might imagine when running a business.

What is the market potential for your product or service?Before you move your business overseas, it’s important to assess the market potential for your product or service. Is there a demand for your product or service in the target country? Are there any competitors already operating in that market? What is the potential for growth?

Stay up to date on industry trends and developments, and consider how they might impact the potential for your product or service, especially within the context of the location you’ve just relocated to.

What are the regulatory environment and legal considerations?When moving your business overseas, you need to be aware of the regulatory environment and any legal considerations that may apply. What licensing or permits do you need to operate in your target country? Are there any restrictions on foreign ownership of businesses? What employment laws exist in that country?

The last thing you want is for your business to immediately land itself in hot water as a result of regulatory issues. If you know how to do business in your new location in a safe, legal and careful way, you’ll have one less thing to worry about later on, freeing you up to focus on other things.

How will you physically make the move?Finally, when moving your business overseas, you need to consider how you will physically make the move. Do you need to ship equipment or inventory? Will you be relocating employees? How long will it take to get everything set up and running smoothly in your new location?

Moving an entire new business to a new country is not always easy, and it’s something that you’ll have to take the time to plan out. If you fail to do so, you’ll be dealing with lots of problems and frustration later. Moving abroad is a lot easier if you have the right support from professional moving companies that know how to organize overseas moves.

Plan your financesHow will you finance the move?

There are a few ways to finance a move overseas. One is to use personal savings. This can be a good option if you have enough money saved up and you’re confident in your ability to make the transition successfully. Another option is to take out a loan. This can be more risky, but it can also give you the flexibility to invest more in your new venture. Finally, you could look for investors or partners who are willing to help finance your move. What’s most important here is that you finance the move in a financially responsible way and in a way that won’t put the business at risk.

What are the tax implications of moving your business?

There are a few things to consider when it comes to taxes and moving your business overseas. First, you’ll need to research the tax laws of the country you’re moving to. This will help you determine what kind of tax burden you’ll be facing and how best to structure your business to minimize your taxes. You may also want to speak with a tax advisor or accountant before making the move, just to be sure you understand all the implications. Tax is not something you should take lightly, especially when setting up your business in a new location.

What are the potential risks and rewards of moving your business?

As with any major decision, there are both risks and rewards associated with moving your business overseas. Some of the potential risks include cultural misunderstandings, difficulty adapting to new regulations, and language barriers. But there can also be some great rewards, like access to new markets, opportunities for growth, and a chance to build an international brand. It’s important to weigh both the risks and rewards carefully before making a decision.

Create a support networkWhen making the decision to move your business overseas, it is important to create a support network of advisors and mentors who can help you navigate the process. These individuals should be familiar with the business and cultural norms in your target country, as well as the regulatory environment and legal considerations. Additionally, they should have experience in physically making the move.

The more support you have around you, the easier it is for you to make good decisions and set your business up in a new location in a way that makes sense and a way that’s going to work in its favor in the long term. Without informed and trustworthy support, it’s very easy to make avoidable mistakes and missteps.

Some questions to consider when selecting your advisors and mentors:

• Who has experience in moving a business overseas?
• Who has knowledge of the business and cultural norms in your target country?
• Who understands the regulatory environment and legal considerations?
• Who can provide advice on how to physically make the move?

Once you have selected your advisors and mentors, it is important to keep them updated on your progress and seek their input regularly. This will ensure that you are making the best decisions for your business and that you have a smooth transition to your new location.

When moving your business overseas, it is important to first define your goals, do your research, plan your finances, and create a support network. By taking these steps, you can be prepared for the challenges and opportunities that come with expanding your business into a new market.

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If you’re a business owner, then you know that one of the most important things to consider is how to reduce your costs. One area where businesses can save money is by reducing their staffing costs. In this blog post, we’ll discuss some ways to reduce your business’s staffing costs. By following the tips below, you can save your business money while still providing quality service to your customers.

The importance of reducing your business’s staffing costsAs the cost of living continues to rise, and the costs of running a business increase, it’s more important than ever to find ways to reduce your business’s staffing costs.

In order to stay competitive in today’s market, businesses need to be able to offer products and services at a lower cost than their competitors. One way to do this is by reducing labor costs.

Ways to reduce your business’s staffing costsReducing hours

One way to reduce your business’s staffing costs is by cutting back on employee hours. You can do this by reducing employees’ hours worked per week, or by eliminating overtime pay. For example, if you have employees who typically work 40 hours per week, you could reduce their hours to 37.5 per week. This would save you money on wages and benefits, while still allowing your employees to maintain a good work-life balance.

Another way to reduce employee hours is to offer flex time or a compressed workweek. This means that employees can choose to work fewer hours over a longer period of time (for example, four 10-hour days instead of five 8-hour days), or the same number of hours in fewer days. Flex time can be beneficial for both employers and employees, as it can lead to increased productivity and satisfaction.

Hiring part-time or seasonal employees

Another way to reduce your business’s staffing costs is by hiring part-time or seasonal employees. Part-time employees typically work fewer hours than full-time employees, and may not be eligible for certain benefits. You might be able to reduce your need for full-time staff by using automation and software like QuickBooks for some tasks too.

Seasonal employees are only employed during specific times of the year, and are often let go once their services are no longer needed. Hiring part-time or seasonal employees can help you save money on wages and benefits, while still meeting your staffing needs.

Offering voluntary buyouts or early retirement packages

Another way to reduce your business’s staffing costs is by offering voluntary buyouts or early retirement packages. A voluntary buyout is an offer made by an employer to an employee, where the employee agrees to leave the company in exchange for a financial payout. An early retirement package is similar, but typically includes additional benefits for the employee.

Reducing or eliminating employee perks and benefits

Another way to reduce your business’s staffing costs is by reducing or eliminating employee perks and benefits. Perks and benefits can include things like health insurance, paid vacation days, and free meals/parking/gym memberships. While these perks can be costly for employers, they can also help attract and retain talented workers.

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The Australian energy market is one of the most liberalized in the world, giving businesses a wide range of energy suppliers to choose from. As a business owner, you know that finding the right energy supplier can be a challenge. There are so many options, and it can be hard to know which is right for your business. The right energy supplier will be able to offer you competitive rates, flexible payment options, and reliable service. They will also be able to work with you to help you reduce your energy consumption and lower your carbon footprint. Here, we will explore key factors when choosing an energy supplier for your business. We will cover everything you need to know, from price to green energy options, to make the best decision for your company.

Reputation and Credibility

When choosing an energy supplier for your business, reputation and credibility are key. You can do a few things to research potential suppliers and ensure you’re getting the best possible service. Check out online reviews. See what other businesses have said about the supplier you’re considering. Read positive and negative reviews to get a well-rounded idea of what to expect. Talk to other businesses in your industry and see who they use for their energy needs. If they’re happy with their current supplier, you will be too. Doing your research and iSelect electricity comparison before choosing an energy supplier will help you find a reputable and credible company that can meet your business’s needs.

Contract Terms

There are a few key things to look for when considering an energy supplier for your business in Australia. Here are some key points to consider:

• Make sure the contact is clear on what the pricing structure will be. This includes understanding whether there is a discount for paying on time and any other discounts available.
• Check that the contract includes clauses that protect your business in case of price hikes or service disruptions.
• Read the small print! Make sure you understand all the terms and conditions of the contract before signing on the dotted line.

Renewable Options

There are several renewable energy options available to businesses in Australia. These include solar, wind, hydro, and wave power. Each option has pros and cons, so it’s important to weigh the options before making a decision. Solar power is one of the most popular renewable energy options in Australia. It’s relatively cheap to install, and several government incentives are available.

Customer Service

Customer service is one of the most important factors to consider when choosing an energy supplier for your business in Australia. You want to make sure that you select a supplier that is responsive and available to help you with any issues or questions that may come up. The customer service team should be able to provide you with detailed information about their services, prices, and policies. They should also be able to answer any questions about your account or billing. If you have any concerns, they should be able to address them promptly and professionally.

Conclusion

Choosing the right energy supplier is an important decision for any business in Australia. With so many options on the market, it can be difficult to know where to start. However, by keeping the following five key considerations in mind, you can find a supplier that meets your needs and budget: price, green energy options, contract terms, customer service, and billing options. Ultimately, deciding which energy supplier to use for your business in Australia comes down to personal preference. However, by taking the time to consider all the above factors, you can be sure that you are making the best choice for your company’s needs.

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Business owners have an increasingly diverse range of threats and hazards to dodge. It’s not always possible to avert disaster or prevent incidents and issues, but there are ways to reduce risks. In this informative guide, we’ll outline some effective steps you can take to create a more secure business.

Cyber securityCybercrime is one of the most significant threats facing modern companies. Attacks and scams have become increasingly sophisticated and every business is a target. It’s understandable to assume that big businesses and multinationals are the top target for hackers and scammers because these are the stories that hit the headlines, but small businesses are also vulnerable. Statistics show that over 40% of cyber attacks involve small companies. This is a particularly alarming statistic given that only 14% have suitable protective measures and defenses in place.

There are several ways businesses of all sizes can enhance protection and strengthen defenses against cyber criminals. One of the most important steps for small businesses on a tight budget is staff training. Providing training can lower the risk of security breaches linked to phishing scams and suspicious messages and emails. It can also help individuals to understand the potential risks of using their own devices at work and accessing unsecured networks. It’s also beneficial to implement security strategies and company guidelines, including creating strong passwords, changing passwords regularly and using multi-factor authentication.

If you don’t have a dedicated IT department or professionals on your team, it’s advantageous to seek advice from IT agencies or outsource services. IT experts and consultants can review protocols and recommend changes and new measures. Managed service providers can monitor networks and systems, backup data, reduce the risk of downtime, and update and upgrade technology to make security more robust.

Monitoring accessMany businesses operate from bases or offices where people come and go frequently. Employees clock on and off and there may also be external visitors, customers, clients and business partners dropping in at any given time. It’s important to know who is on the premises for security purposes, especially if your company deals with valuable products, sensitive data or large sums of money.

Monitoring access is beneficial for companies operating across multiple sectors from education, law, defense and healthcare to hospitality, finance and government and politics. Use photo badges and sign-in systems to keep an eye on entry and exit points, monitor data and consider implementing additional checks for high-security settings. This may include scanners and bag checks or the use of unique passwords or codes, for example.

In many cases, technology can play a part in boosting efficiency when tracking movement through access points and checking who is entering the building. Many businesses use a gate system with a card or ID badge to scan. In some cases, extra security staff may be required, or reception staff may take on the responsibility of checking identification documents and signing guests or visitors in. Assess the systems you currently use, research alternatives and new technologies and evaluate the most effective options for your company. If you have a small business and you only have visitors occasionally, it may not make financial sense to invest in a cutting-edge barrier system.

Security systemsCommercial premises are often intriguing, attractive targets for thieves due to the value of goods, materials, equipment, machinery and tools and the opportunity to seize cash. Business owners can protect premises and lower the risk of theft by utilizing security systems and measures. Visible deterrents are often highly effective because they make stores, salons, venues and offices less appealing to thieves. If there’s an alarm or CCTV cameras on the side of the building, for example, a thief may think twice about even attempting to break in. Other examples to explore include outdoor lighting, electric gates and fences, grates for windows and doors and security personnel.

Today, there are high-tech solutions available for businesses of all sizes and scales. You can monitor and control cameras and alarms via a smartphone or tablet, for example, without blowing the budget. Cameras are an excellent choice because they deter thieves, but they also enable you to monitor who is coming and going and record footage. If there is an incident, camera images can be passed to police officers to help them find the perpetrators and collect evidence to pursue a case.

In addition to modern, technological security systems, businesses can also enhance security by using security firms. Agencies can provide a wide range of services, including remote monitoring, foot patrols, vehicle patrols and entry and exit checks. Security patrols add an extra layer of protection on top of cameras, alarms and barriers and they can also be a very effective deterrent.

Investing in cybersecurity and measures to protect physical premises and possessions can lower risks dramatically, but it doesn’t always prevent attacks, security breaches, leaks or property damage. It’s crucial for all company owners to ensure that they have robust insurance. If you have a comprehensive insurance policy, you can make a claim following an incident. The payout will help to cover financial losses, minimize disruption and facilitate a speedy recovery. It’s worth researching different policies and providers and comparing prices before you buy. Look for a plan that is tailored to your needs and preferences. It’s a good idea to choose a provider that specializes in the relevant industry. You can adjust filters to find the best option for your budget.

Business owners face a raft of challenges, risks and hazards. To create a secure business, it’s important to be aware of dangers and obstacles and to try to be proactive in protecting your company. For many businesses, cybercrime is the most significant threat. Enhancing cybersecurity measures, providing employee training and implementing policies can help to detect and address hazards and keep systems, networks and devices safe. To improve security within business premises, owners can also monitor access and introduce robust measures, such as alarms, CCTV cameras, barriers and security patrols. Some incidents are inevitable so every business owner should have comprehensive insurance cover.

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A significant number of business proprietors make the decision to handle all accounting concerns on their own within their companies. They believe that hiring an accountant is a needless expense and would rather not incur it. On the other hand, if your company does not employ an accountant, you could be causing yourself a lot more financial trouble than you realize. Continue reading to learn the five most important reasons why it is necessary for your company to work with a certified public accountant.

Peace of mind

You can relax knowing that everything must be handled in an honest and ethical manner. This will be the first and most important benefit. Have you and your staff members actually have the knowledge and the understanding necessary to manage things like taxes and other similar matters in a productive manner? Keeping up with the ever-evolving legal landscape can be a challenging and time-consuming endeavor due to the frequency with which legal standards are updated. You won’t have to worry about doing so if you hire a professional accountant. You are confident that everything is being taken care of in the appropriate manner.

A lot more goes into providing an accounting service than meets the eye

A lot of people have the tendency to believe that an accountant would only take care of their books and taxes, making sure that everything is in order. However, there is a lot more that goes into providing an accounting service than meets the eye. Having said that, the scope of their service encompasses a great deal more than this. They can help you with all the financial and legal parts of your business, like starting a company, keeping books, erc application , making a business plan, setting up payroll, IT and accounting software, making financial projections, planning your business’s taxes, and much more.

Grow your business and boost efficiency

You may expect to see an improvement in your company’s efficiency after hiring an accountant, which is another significant advantage linked with doing so. Hiring an accountant also enables you to expand your business. There are a variety of various ways in which a certified public accountant can assist you with doing this.

They will streamline certain systems while also being able to help you attain particular profit targets by organizing your budgeting and helping you get a better handle on your spending. This may be accomplished through the use of these tools. If you want your company to flourish, you will first and foremost need to ensure that the management and financial choices you make in the beginning are sound. A certified public accountant will be able to guide you through this process and prevent you from making any of the typical mistakes made by inexperienced individuals.

Focus on your core values of your business

Concentrate on the aspects of your company that bring in the most revenue. One of the most compelling arguments in favor of utilizing the services of an accounting firm that charges a fixed fee is that doing so will enable you to concentrate all of your energy on the aspects of your company that bring in the most revenue. While you focus your time and energy on raising your profit levels and achieving a competitive edge in your sector, you can relax in the knowledge that everything, from bookkeeping to payroll, is being handled on your behalf by a third party who has your best interests at heart. In addition, you can have peace of mind knowing that the sector-specific accountants understand your company when you work with them because they specialize in that field.

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Running a business can sometimes feel like a very complex balancing act. The larger your business gets, the more complicated it becomes to run. This means that efficiency can suffer. Unfortunately, poor efficiency in one area can lead to bottlenecks that can culminate in other parts of your company suffering.

This can develop into a problem that can easily run away from you, leading to delays that irritate your customers and affect your profits. Here are some tips to help you to boost the efficiency of your business.

ProductivityProductivity and efficiency are two terms that often go hand in hand, and rightly so. An efficient process can lead to higher productivity in your business. This is especially important in a manufacturing company, where efficiency means that products are manufactured more quickly.

If you improve efficiency, then your productivity shall benefit. As time equals money, especially in business, this means that you can save money and materials while still producing more. However, one trap that many managers fall into is mistaking speed for efficiency.

By rushing people and equipment, you can sometimes boost productivity. But this isn’t a sustainable process. Haste alone can lead to burnout, accidents, and increased wear and tear. This eventually costs more money and can slow down a production line even more, which means that any temporary gains are paid for with a more severe loss in efficiency.

The better option is to optimize the production line. This can involve inspecting the current processes and finding weak spots to shore up, meaning that you don’t end up trying to fix what isn’t broken. There are some useful tools and calculations to help you to understand the strengths and weaknesses of your production line.

For example, your overall equipment effectiveness (OEE) can help you to measure productivity. You can find out how to calculate OEE and also how to use the result to help you to improve the productivity of your manufacturing line and, ultimately, the efficiency of your company overall.

LogisticsEvery company has to deal with logistics, which involves having to keep an eye on plenty of moving parts. If one part of your supply chain is interrupted or slowed down, then it can impact the efficiency of your whole company.

By optimizing the logistics of your company, you can quickly improve the efficiency of every process within your company. This means that you’re spending less money trying to transport materials and goods, and also wasting less time waiting for bottlenecks to clear.

There are a variety of ways to improve the logistics department in your company. Proper planning and organization is a surefire way to reduce waste during every process, including the logistics. Good planning should mean that you’re prepared for any hiccups, so your business can remain flexible and ready to respond to potential problems.

You should also regularly review the logistics processes in your organization. As your company grows, the complexity of your logistics will increase. Rather than simply tacking on new processes and hoping for the best, or even worse, failing to improve your logistics processes to match company growth, you should plan each change and regularly make sure there are no bottlenecks or other issues. You can only solve a problem if you know it’s there.

EmployeesYour employees are arguably one of the most important parts of your company. They are also responsible for much of the efficiency in your company. If your staff can’t work efficiently, then your business processes will grind to a halt.

It’s been said that a team is only as quick as its slowest worker, and the same principle applies to efficiency as well. It can only take one person to clog up a system. However, this doesn’t mean that managers should micromanage each person and constantly be at their shoulders.

Often, micromanagement or overmanagement are the prime causes of inefficiency in the workplace. Ideally, you’ve hired intelligent people who can find more efficient ways of working. A manager should simply be there to make sure that everything runs smoothly and, if there are any issues, to find a solution.

While you shouldn’t micromanage your employees, you shouldn’t neglect them either. One of the best ways to increase efficiency is by developing a healthy company culture of hard work and loyalty. If morale is high, then your employees will be more motivated. However, if people don’t like their workplace, then they will look somewhere else. Losing valuable and experienced employees is sure to have a negative impact on efficiency, as finding replacements is often difficult.

Another thing to consider is employee training. Your employees should be familiar with the processes involved in your production line. Poor training leads to slow, shoddy, and unsafe work, all of which brings efficiency down. Make sure that your employees know exactly what they’re doing and give them plenty of opportunities to improve their skills.

Customer RelationsEfficiency in the workplace will effect every aspect of your company, including how customers view your business. If there is a bottleneck somewhere in the production or delivery of your goods, then your customers will ultimately suffer.

Without customers, your business is doomed to fail. It’s important, therefore, to make sure that your customers are well-informed through every step of the process. If there’s a delay, they need to know.

People view an efficient business as a professional business. If you regularly let customers down, then they will find it harder to trust your company. However, the opposite is also true. Make sure that you deliver regular, excellent service, and customers will remember.

If your customers do want to get in touch with you to discuss a query or a problem, then you need to make sure that your customer service team can work efficiently with the customers. People remember how their treated by customer service teams and a rapid way to lose customers is by irritating them at this stage.

If you treat your customers in a professional, efficient manner, then they’re far more likely to stick with your brand.

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Providing honest, reliable legal advice is something that will always be in demand. But, while the public will always need the services of a lawyer, ensuring they choose your firm over the many others available is not always easy.

Figures from the American Bar Association (ABA) show that there were 1.3 million lawyers in the United States as of 2019. So, when it comes to getting your legal firm noticed, there is no doubt a lot of competition out there. With so many legal professionals out there, ready and waiting to provide legal advice and representation, you may be wondering how to attract the attention of potential clients. Raising the profile of your law firm is an effective way to get it noticed and begin attracting an increased number of clients. Here are some of the ways that you can raise the profile of your legal business:

Start NetworkingNetworking is an activity that some people love, and others hate. But either way, there is no denying that networking can be highly beneficial for your business. Networking provides the opportunity to make contact with other professionals and to get your name, and the name of your business noticed. Spending time talking with other business owners at networking events helps you to put yourself forward and provides the perfect basis for building relationships. Over time, these relationships can help you to gain additional business. So, if networking is something you have previously avoided, giving it a try could be beneficial when it comes to raising the profile of your business and attracting more clients.

Focus on MarketingIn an industry as competitive as law, having a strong marketing strategy to promote your business is vital. Researching law firm marketing for medium and large firms will help you build a campaign based on expert advice.

Making informed decisions when attempting to market your business is crucial as this will ensure that you focus your attention on the right areas. Taking a targeted marketing approach also helps you gain the highest return on your investment. So understanding how to put together a marketing plan and then how to deliver it to provide the best results is vital. Generating leads and attracting new clients will be much easier once your law firm begins effectively marketing itself.

Build A Business WebsiteAnother effective step that you can follow to raise the profile of your law firm is to build a business website. No firm is able to thrive and reach their full potential without an online platform in today’s modern world, as you need to stake your claim on your own corner of the web for a multitude of different reasons. For starters, a website allows you to accept enquiries and generate interest in your firm even when your office doors are firmly locked shut – people can access your website at any time of day or night! You can also gain the benefit of extending your reach, as your audience will need nothing but an internet connection to find your services. This in turn translates to clients hailing from further afield, as the internet is worldwide with no location limitations. Don’t worry if you’re not too sure about how to build the perfect business website for your law firm, as there are lots of experts ready and waiting to offer you a helping hand. It’s easy to find a good law firm website design service, so be sure to follow this step to raise your profile in record time.

Develop a NicheWhen promoting your law firm’s services, knowing where to begin your marketing activities can be challenging. One solution to this issue is to focus your attention on one area of law by developing a specialism. Building a specialism and finding a niche makes it so much easier for you to focus your attention on your target audience and reach them effectively. Developing a niche and making this the focus of your marketing and promotional activities is an excellent way to raise your law firm’s profile and establish it as an expert in this specialism. Following this strategy should soon help you to develop a healthy client base and a strong reputation in this field.

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In my daily work, I speak with, and write for an audience that is very familiar, and -I hope- convinced of the value that partnerships bring to the table. However, in the larger context, it is very common to see references to getting rid of “the middleman” and “going directly to the manufacturer”. These messages predicate price savings that rarely materialize, on the basis that the layers in a value chain between the manufacturer and the consumer add no value whatsoever, and all they do is add up to the cost, collecting some type of an underserved fee. This article is from the point of view of someone who has worked for years for companies that have leveraged external partners to make it possible for their businesses to reach new heights, and offer a better experience for their customers.

WHEN THINGS WORK, COMPLEXITIES ARE IGNOREDThis indicates that about 70% of the global economy flows indirectly, and for good reason. Each one of the participants adds value. But how is value added? Why do we need these intermediaries?

In today’s complex business environment, there is almost no product or service that is made or delivered end-to-end, by one single company. There is always an intricate network of supply-chain elements and partnerships of sometimes completely independent companies involved. With the exception of the few of us who are deeply wading in the waters of partner ecosystems, these complexities tend to be ignored.

To make things worse, not even in some partner-friendly companies is everyone adequately acquainted with their own delivery models. More than a few times, I have found myself briefing an executive about the differences between their own Value Added Resellers and Agents.

Very often, these relationships are also, more than simplified, dumbed down. They are sometimes wrongly classified like a “supplier” or even worse, called “the middle man”, as if for some inherited privilege they have earned the right to collect some type of tax that they don’t really deserve.

THE MIDDLEMAN IS THERE FOR A REASONIn reality, many companies rely on partnerships to deliver their products to the market, and their partners are an integral part of their Go-To-Market strategy. In today’s world, it is a rare find a company that is capable to deliver its product or services all the way from the source, to the hands of the customer. Along this journey, several companies -or “partners”- may perform services, attach other products, etc. adding value to the final product that lands at the customer. It is from this journey and the several steps of value-add that the concept of the value chain stems from, and the product or service that is delivered to the customer is experienced through its Joint Value Proposition.

While these concepts are omnipresent in the tech industry, they are all over our economy as well. Two of the most noticeable ones are the Distribution Channel and the Service Delivery Partners. As for the first one, we see it everywhere, from the grocery store, the car dealership, or our trusted IT gal. For example, it is impossible -or not cost-effective- for car manufacturers to set up showrooms in every town, so they rely on entrepreneurs who are willing to enter in this business. In a similar way, growers and other foodstuff producers cannot afford to go to every town to sell their goods, so they engage in the distribution network that brings those goods to your local grocery store.

We must recognize the value that each of these partners offers for the consumer. Yes, they take a portion of the profits as compensation for their services, but they also add value to the product or service. For example, the local dealership makes it easy to get there, they offer financing (they bring together the automobile, and a financial product, the loan), and they can also service your car. In the case of the grocery store, besides making it really convenient to buy, with extended business hours, refrigeration, and now even home delivery, they are also an “aggregator”, allowing us to buy apples, milk, and honey, without having to visit the orchard, the dairy farmer, and the beekeeper.

A Service Delivery Partner can be a key player in the value chain, especially if the product or service requires installation, servicing, or any form of customization. They can be as simple as the independent contractor that may install the carpets that you bought at the big home-improvement store, or as complex as Microsoft’s partner network, where partners specialize in specific technologies. There is a huge difference in value between the carpet just delivered to your house in a roll, vs. actually being able to step on it. How much more value does that have in terms of your ability to enjoy the product?

IS A PARTNER RELATIONSHIP RIGHT FOR YOU?The way we experience a product or service is the result of all the value transactions that occur throughout the value chain, before they reach us. Some of these value transactions and the players involved, have evolved over time, filling a need. Others have been created intentionally, by design. This is where some companies have the opportunity to differentiate themselves from others by designing value chains that complement each other, delivering value to their customers. Across the board, some of the benefits of working with partners, instead of building every single aspect of the business, are:

Let a specialist deal with getting your product to the customer, the way the customer wants it. Partners have been doing what they do, for years. This makes them experts at it, and they can guarantee quality in a consistent manner.

Reduce the overall cost for the customer. Because of the specialization that partners may have developed, they are also in the position to perform the services required at a fraction of the cost that you would be able to do them in-house. (Yes! Partners can actually make things cheaper!).

Limit your exposure, adjust to sales volumes. Partnerships generally operate on a variable cost basis. This means that during times when business is slow, you will not have to pay them that much.

Be agile to scale. In the opposite scenario to the above and in the same way that a partner can scale down when business is slow, they can also quickly ramp up their services when business is booming.

CHOOSE PARTNERS WITH THE RIGHT CAPABILITIESWhen considering the way your product or service should be experienced, your differentiated value proposition. What does it look like? Can you make it happen? From the source to the end? What are you missing?

Instead of creating all the necessary parts to build your ideal differentiated value proposition, one option may be to partner with the right company, to complete your vision, and in this case, create a Joint Value Proposition. What kind of partner would you need to complement the value that you create?

Conversely, Is your business in the channel? Are you a reseller? An affiliates seller? A retailer? It is just as important in this scenario to do the exercise and be able to articulate what value you add. Do you make the customer experience better? Do you provide delivery? Help with selection? Install? Do you provide some kind of support afterwards?

PARTNERSHIPS ARE FOR THE LONG RUN, MAKE THE RIGHT PROMISESPartnership relationships can be complex though, and they require a lot of forethought. Companies partnering remain independent and is important to align incentives in order to make the partnership sail smoother and put in place a contractual framework that supports the partnership. Talking to a specialist in this area can pay off many times over the years.

As someone in business, instead of “cutting the middleman”, it may be wiser to seek it out and have someone to lean on.

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At ImagineNation we are celebrating 10 years as a global innovation consultancy, learning, and coaching company. During this time, we’ve identified some of the common patterns that people demonstrate as a result of feeling uncomfortable, frozen, inert, stubborn, and resistant to innovation. Resulting in many organisations, teams, and leaders appearing to walk backward as if they are sleepwalking through this time in their lives. At the same time, we know why innovation is transformational, and why, at this time, it is more important than ever to innovate. As well as to be resilient and adaptive to grow and flow in today’s chaotic BANI environment. We also know exactly what transformative innovation involves, and how to enable and equip people to connect and collaborate in new ways to effect constructive and sustainable change in a world of unknowns.

Shaping the next normal

According to a recent article by McKinsey and Co “The future is not what it used to be: Thoughts on the shape of the next normal” the coronavirus crisis is a “world-changing event” which is forcing both the pace and scale of workplace innovation.

Stating that businesses are forced to do more with less and that many are finding better, simpler, less expensive, and faster ways to operate. Describing how innovative health systems, through necessity, constraints, and adversity have exploited this moment in time, to innovate:

“The urgency of addressing COVID-19 has also led to innovations in biotech, vaccine development, and the regulatory regimes that govern drug development so that treatments can be approved and tried faster. In many countries, health systems have been hard to reform; this crisis has made the difficulty much easier to achieve. The result should be a more resilient, responsive, and effective health system”.

We all know that it is impossible to know what will happen in the future and that it is possible to consider the lessons of the past, both distant and recent. On that basis, take time out, be hopeful and think optimistically about the future. To be proactive and innovate to shape the kind of future we all wish to have, through making constructive and sustainable changes, that contribute to the common good.

Strategically deciding to innovate

Strategically deciding to innovate, is the first, mandatory, powerful, and impactful lever organisations, teams, leaders, and individuals can pull to effect, embed, and sustain constructive and sustainable change that delivers real benefits:

• Deal with, and find solutions to a world full of complex and competing social, civic, and political problems that are hard to solve and aren’t going away.
• Better adapt, respond to, and be agile in fast-changing circumstances, uncertainty, instability, and to random and unexpected Black Swan events, like the global Covid-19 Pandemic.
• Become both human-centric to help people manage their transition through the challenges of the global pandemic and enable them to exploit the range of accelerating technological advances in the digital age.
• Develop corporate responsibility, sustainability, diversity, and inclusion strategies that are practical and can work and really deliver on their promises.
• Compete by applying and experimenting with lean and agile start-up methodologies and take advantage of the opportunities and possibilities of the global entrepreneurship movement’s new models for leadership, collaboration, and experimentation.
• Align to the range of changing workplace dynamics and trends, resulting from the pandemic, including WFH, the “soft resignation” and the demands of a hybrid workplace.
• Shift individual, group, and collective consciousness towards collaboration and experimentation in ways that rebuild the trust that has been lost through incompetence, corruption, greed, and dishonesty.
• Respond creatively to meet the increasingly diverse range of customer expectations and choices being made around value.

Important to innovate – three elements

To take advantage of living in a globalised world, where we are interconnected through technologies and values and where we have an interrelated structure of reality, we can:

• Accept that innovation-led growth is absolutely critical, and have targets and a willingness to invest in new scalable business models, fast and effective development, and launch processes to reflect these.
• Invest in a coherent, time-risk balanced portfolio of initiatives and provide the resources to deliver them, at scale, strategically, to innovate to the right market, at the right price, at the right time, and through the most effective channels.
• Adopt an ecosystem approach to adapt and grow by creating and capitalizing on both internal and external networks, and stakeholder management through developing workforce ecosystems – a structure that consists of interdependent actors, from within the organisation and beyond, working to pursue both individual and collective goals.

Problem-solving, cultural change, and improving people’s lives

It is more important than ever to make innovation transformational, so that it delivers constructive and sustainable change, by building on three critical successful abilities:

1. Seeing and sensing the problem or opportunity:
2. What problem are we solving? And is there a customer who wants to pay to have that problem solved?
3. What problem are we solving for the customer? Who needs this?
4. What are the possibilities and opportunities available to us? And is there a customer who wants to pay to have this opportunity realised?
5. What are some of our strengths? What are some of the things we are doing well that we can build upon or exploit?
6. Shifting the culture:
7. Where are we today? Where do we want to be in the future?
8. What are our prevailing mindsets? How can we measure and contextualise their impact? What mindsets might we embrace to adapt and grow in an uncertain world?
9. How ready and receptive are we to really embrace change?
10. What do we need to unlearn and relearn to ensure our people are open-minded, hearted, and willed to embody and enact the desired change?
11. How engaged and passionate are our people in problem-solving?
12. How might we harness our people’s collective intelligence to solve problems and realise opportunities?
13. Aligning technologies, processes, artifacts and behaviours as a holistic system:
14. What is our appetite for risk? How do we define risk in our context?
15. What type of innovation do we strategically want to plan for and engage in?
16. What old legacy technologies no longer serve your needs? What new technologies might you be willing to invest in for the future?
17. What disciplines are in place to ensure that people have a common understanding of the key processes and comply with managing them?
18. How are we ensuring that everyone is motivated and skilled to innovate?
19. How are we ensuring that people are acknowledged, rewarded, and organised to repeatedly innovate?
20. What are the key mindsets and behaviours that enable and equip people to embody and embrace repeatedly innovate and design solutions with the end customer in mind?

Become a resilient difference maker

As many of us are aware, Toys R Us and Blockbuster were huge companies, that enjoyed massive success; however, this was all brought to an end due to their failure to innovate.

We can all avoid this fate by choosing to innovate and create constructive and sustainable change through:

• Accepting and acknowledging that to survive and thrive in a BANI world, where necessity is still the mother of all invention, and the urgency to do this is more important than ever.
• Identifying, understanding, and dealing with our own resistance to innovation, safely and proactively, and transforming resistance into resilience, to safely innovate.
• Understanding where we are today and then assessing the gap to what we want to be in the future, and mitigating the risks of both closing the gap and leaving the gap wide open.
• Enabling leaders, teams, and individuals to connect, explore, discover and navigate new ways of approaching and delivering commercially viable, value-adding, constructive and sustainable change, and outcomes.
• Leveraging innovation to transform an organisation, a business, the way people lead and team, to improve the quality of people’s lives in ways they appreciate and cherish.

“In order to transcend mere adequacy and make a mark of creative transcendence on the world, organizations need to stop walking backward, following a trail that has already been blazed. The motto of the British Special Air Service is, “Who dares, wins.” It is time for businesses to be bold, inspired, and look to the horizon. The next great innovation is out there. Will you have the guts to create it?”

Will you make a fundamental choice to innovate?

According to McKinsey and Co “The point is that where the world lands is a matter of choice – of countless decisions to be made by individuals, companies, governments, and institutions”.

Will you make a fundamental choice to use the current crisis to lead to a burst of innovation, productivity, resilience, and exploration in a connected world to create the constructive and sustainable changes we all want to have?

Or will you continue walking backward and sleepwalking through life, and fail to take advantage of this moment in time, to innovate, and continue life with the same thinking that is causing the current range of results, that many of us don’t want to have?

Find out more about our work at ImagineNation

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, February 7, 2023. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique innovation context. Find out more about our products and tools.

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Running a business is hard work, and it can be especially difficult to keep everything organized and running smoothly. So if you’re feeling overwhelmed, don’t worry – you’re not alone! This blog post will give you six tips on optimizing your logistics department. By following these tips, you’ll be able to streamline your operations and make your business run more efficiently.

1) Utilize TechnologyIn today’s world, technology is more critical than ever. If you want to optimize your logistics department, it’s essential that you utilize the latest technological solutions. This could involve using software such as a warehouse management system or a transportation management system to keep track of inventory and transportation costs. Additionally, it would be best if you considered investing in robotic systems and automation tools to help streamline operations.

2) Develop A Draft PlanThe best way to ensure success is to have a plan in place before implementing any changes. Take the time to develop a draft plan for how you will optimize your logistics department. Consider factors like staff requirements, production schedules, storage facilities, and transport solutions. By having a detailed plan drafted, you will have a starting point to work from and can make changes as needed.

3) Review Your ProcessesIt’s important to take the time to review your current processes and identify any areas that could be optimized. This could involve changing delivery times or streamlining production processes. Alternatively, you might want to consider outsourcing certain operations, such as shipping and receiving, in order to free up resources. By conducting regular reviews of your current processes, you can easily determine which areas need improvement and how best to go about it.

4) Invest In TrainingHaving well-trained staff is essential for running an efficient logistics department. Investing in training programs ensures that your employees are able to carry out their tasks effectively and efficiently. Additionally, investing in training can help to reduce costs associated with errors and mistakes.

5) Create A Culture of Continuous ImprovementThe key to optimizing your logistics department is to create a culture of continuous improvement. Encourage feedback from staff and customers, use data-driven insights to inform decisions, and invest in new systems or technologies when necessary. By creating an environment where improvements are actively sought out, you will be able to ensure that your business remains competitive.

6) Hire a truck accident lawyerWhen accidents happen, hiring a truck accident lawyer should be the first step. A good lawyer like Berger and Green can help you navigate the legal system and make sure that your rights are protected after an accident. They will also provide invaluable guidance on how to avoid similar incidents in the future.

Following these five tips should give you a good starting point for optimizing your logistics department. Utilize technology, develop a draft plan, review processes, invest in training, and create a culture of continuous improvement – these steps will ensure that your operations run as smoothly as possible. With the right foundations in place, you will be well on your way to optimizing your logistics department and ensuring that your business continues to succeed.

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The positive state of mind that brings a deep feeling of appreciation for everyday living.Through gratitude, we cultivate the ability to look at life through the lenses of abundance, seeing the positives instead of defaulting to negativity.

“Grateful thinking” is a powerful practice that opens the door to a more joyful and fulfilling life.

Decades of scientific research and, more recently, findings in the field of social science, show that the practice and embodiment of an attitude for gratitude can be life-changing. Being grateful, and sharing gratitude, is proven to positively support greater health, as it heightens the feeling of connection, trust, and awareness.

Gratitude increases happiness, strengthens the immune system, regulates sleeping patterns, enhances social relationships, and boosts performance at work.

The practice of gratitude is a worthwhile pursuit with many long-term happy returns. Gratitude is amongst the many gifts that mindfulness practice can offer. As we tune in and quieten the mind, we consciously move the focus on the sensations that arise as we recall images of things and people that enrich our lives in many ways and at different levels.

Whatever our individual troubles and challenges may be, it’s important to pause every now and then to appreciate all that we have, on every level.

–Shakti Gawain

Robert Emmons, Ph.D., professor of psychology at the University of California, and one of the world’s leading experts on the science of gratitude, writes that “…gratitude is one of the most neglected emotions and one of the most underestimated of virtues…”(The Psychology of Gratitude)

How does the state of gratefulness awareness support well-being? Through a mental process known as “Positive Recall“, that strengthens the regions of the brain associated with reward, trust, and pleasure which accentuate feelings of happiness, optimism, and positive emotion. When we express gratitude, the brain releases dopamine and serotonin, two hormones that make us feel lighter and happier.

You will agree that there is more to Gratitude than meets the eye.

Here’s to how to start tuning into gratitude, every day. Whether you are at home or at work, make time for a Gratitude Ritual.

𝑯𝒂𝒑𝒑𝒊𝒏𝒆𝒔𝒔 𝒃𝒓𝒆𝒂𝒌: 5 𝒎𝒊𝒏𝒖𝒕𝒆𝒔 𝒐𝒇 𝑮𝒓𝒂𝒕𝒊𝒕𝒖𝒅𝒆.

Carve five minutes out of your busy daily schedule.

Find a comfortable place where you can sit away from distractions.

Start by grounding yourself in the moment through conscious breathing.

Then, think of 10 things you are grateful for today. Keep a journal for them. Revisit the notes to strengthen the practice as you continue offering gratitude to yourself and those around you.

Creating and reinforcing the habit of gratitude within your Team is a key dimension of a culture of recognition where effort, at the individual and collective levels, is rewarded each step of the people journey, resulting in long-term company growth and sustainability.

Share the practice with your people. You may want to start your weekly meetings by opening with twenty minutes dedicated to celebrating and acknowledging the positives, inviting each person in the Team to contribute, by verbalising three things they are grateful for. The space you intentionally make for this exploration, will not only enhance the feelings of connection, but will also enable people to maintain a positive outlook that is receptive of new ideas, which can strengthen collaborative decision-making as the meeting wraps up with everyone being offered the opportunity to take an active part in it.

“Gratitude is not only the greatest of virtues but the parent of all others.” ~Cicero

If you are interested in exploring more, you will find some useful resources in the links that follow:

Mindful: The Science of Gratitude

HBR: Use Gratitude to Counter Stress and Uncertainty

Infographic credit: VirtuesforLife

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"While “quiet quitting” appears to be this month’s clickbait, it’s not a new idea. Nor is it some outgrowth of the pandemic." ...

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"The world does not exist merely to satisfy our own desires; it is a world in which we can find pleasure and meaning, once we understand that others too have a right to these goods." ...

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"As a leader, your interactions with people matter. And how you treat people is a reflection of your character. The value that you place in others says more about your leadership than any title or position you have." ...

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"Every professional and every business executive will regularly confront situations in which they’ll need to sort it out.  Which is more important? " ...

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"As modern-day project management is roughly 70 years old, what was before that? How were (uncountable) projects delivering structures such as pyramids, mega colosseums, and Eifel tower, just to name a few, completed after all?" ...

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"It is commonly said that to do your best in a work environment, you need to have the right character." ...

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"From the time we are born until we die, our life circumstances depend on making good distinctions between trustworthy and untrustworthy situations. But characterizing contrasting perceptions of fairness as conflicts destroys trust." ...

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Small businesses have numerous avenues to promote their business in the digital age. Some commonly used methods include social media marketing, content marketing, and advertising. Nevertheless, the ability of custom industrial labels to increase brand engagement is often underrated. Using custom labels is an easy and affordable way of branding, advertising, and marketing your product. […]

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"How many employees have followed you when you left for a new job because “you’re such a great boss to work for”?' ...

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"Find people who you admire.  People who are living parts of their life in a way you aspire to, or who currently have the career that you want to have." ...

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"Despite its importance and some work on understanding the complexities involved in project manager-project staff relationships, a thorough understanding of how project manager–project staff fit can be achieved is warranted." ...

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"Leaders who think more broadly and abundantly about talent understand that we’re all in this together. They see the value of building awareness of the talent needs, not just in their department or group but across the organization." ...