Category: culture

Defensive

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It’s so easy to feel attacked when somebody gives you critical feedback or even just points at some mistake you made. It’s even easier when you are tired, when you are going through a rough patch, when you have had bad experiences in your past, or when you are generally not used to get feedback.

If you can just hold your thoughts for a little longer, though, you can see that’s not the feedback that’s hurting. It’s the tiredness, the fear, the stress, the insecureness.

Say it.

“I’m tired”.

“I’m under a lot of stress and I needed an easy win”.

“I’m sorry, I will fix that, it’s just something I don’t feel particularly confident with”.

That little labelling exercise will completely shift the narrative. From defensive you become open. And when you are open, anything can happen.

Decisions

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One problem with business decisions – not always the most important, but certainly the bulk of them – is that they evaporate as soon as those making them leave the room where they were made.

Another problem with business decisions – perhaps a consequence of the first problem – is that they are not given enough time to prove right or wrong.

A third problem with business decisions – a sub-product of our lazy brain – is that the ones that stick actually tend to stick forever.

Keep track of what is decided, give it time to bear fruit, and be flexible enough to revisit it periodically. You can make this more effective if you manage to build different networks in the company – at team level, but also cross-functional – that make decisions and are held accountable for it.

As long as only one person, or the same group of persons, calls the shots, you will always have problem number one, problem number two, problem number three simultaneously.

One of many

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There have been studies before, and there will be more in the future. And this one is yet another confirmation that companies get most of employees motivation wrong.

What people seek is a sense of autonomy (I can choose the work I do), relatedness (I belong with my colleagues), and competence (I master what I do). If you’re not working to ensure your people get to experience these, you are missing out, and your company is just one of many.

Good luck!

Cautionary tales

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This one here from The New York Times is a cautionary tale.

It’s about never trusting the glamour and sparkles you see on social media. Even when they seem to be selfless and well-intended.

And it’s also a tale about not confusing the object with the subject. Just because the latter is rotten, doesn’t mean the former is as well. That is to say, it is still possible to pay a fair wage to your employees, build a good company, and not be a total asshole.

This other one from The Guardian is also a cautionary tale.

It’s about the inevitability of being caught at fault when you are a public figure. It’s about the fascination of newspapers of any kind and size for stories which are not stories. It’s about the need to accept that the better you are at what you do, the more others will try to take you down with frivolous items, leveraging both the inevitability and the fascination described above.

And it’s also a tale about letting all this wash over you and continue on your path.

Master emotions

FabrizioLeave a comment

To be a good leader, you need to master emotions. Yours and others.

Yours, because you need to be in touch with them, be aware of them, be labelling them. And yet, you need not to be too attached to them. For example, when making decisions. In a way, you need to manage your emotions with some sort of detachment.

Others, because you need to be able to appreciate them and embrace them. You need to allocate time for others to express them, you need to be able to take them into consideration, and you need to be able to give the chance to release them.

Most leaders ignore emotions completely.

Some master theirs or others.

Few master both.