It is not enough to say that your company focuses on delivering values to customers. What is value? If you don't stop for a long moment considering this question, you are not focused on value. Value is economical, and it is also technical, social, personal, functional, aspirational. Value takes into consideration material costs, and also … Continue reading Elements of value
Category: leadership
The marketer’s dilemma
Got an interesting newsletter from Peep Laja at Wynter.com this morning, that got me thinking of the marketer's dilemma. If a marketer does boring and safe, nobody will object. If they do as it's always been done. If they use terms like productivity, efficiency, streamlined, best-in-class, seamless. Even when every one at the table has … Continue reading The marketer’s dilemma
To mentor
You do not have to be a master to mentor. You do not have to be the best at what you do, neither you need to be an expert in what you do. You might have a passion, but that is just a like most of the time. You might feel competent and knowledgeable, but … Continue reading To mentor
Prepared to communicate
If you do not have time, if you are too busy, if you have many things to do, if you are juggling different tasks. Then avoid sending important messages or giving important speeches. Effective communication requires time and intentional effort. No, you are probably not a natural communicator, and people will not get it one … Continue reading Prepared to communicate
Bad bosses
Do employees quit bad bosses? As a matter of fact, they do. And they do quit organizations that provide inadequate training and promotional opportunities, bonuses, and non-cash benefits, that foster (willingly or unwillingly) a negative climate, that assign insignificant tasks, or repetitive tasks, that do not leave enough autonomy, that do not give enough support. … Continue reading Bad bosses
I agree, but
We have heard that agreeing with people is a way to defuse conflict. And we have taken it so far that the words I agree are two of the most used in companies. Of course, they are mostly misused. They are often an easy way to gain some short-term sympathy, to prime the others to … Continue reading I agree, but
Engagement
If you are in a position of power, it is important for you to acknowledge that any one of your actions that suggests external causality (i.e. if you do this, I will make this happen) is going to reduce both intrinsic motivation (i.e. the tendency to seek challenges, to use curiosity, to learn) and the … Continue reading Engagement
Stepping stone
I am sorry does not heal the wound. It does not solve the problem, it does not undo what was done, it does not wipe out an unpleasant memory. I am sorry is not a wand to wave at distressing situations. It does not draw a plan for the future and it does not promise … Continue reading Stepping stone
The greatest gift
If there is only one thing you are going to dedicate more time to in the future, make it be listening. Do not rush to tell your piece, learn to sit still with your assumptions and conclusions, give others the space to come up with their own version, accept that silence is not you giving … Continue reading The greatest gift
All the time
We will act fairly. Once this bad period is over. As soon as we have launched this very important new service. When the new manager will be up to speed. If only we would win this next bet. The fact is, integrity does not allow conditions. You are either fair, or you are not. And … Continue reading All the time
