Tag: feedback

Flexibility

FabrizioLeave a comment

You need to train your capacity of letting go of ideas, projects, opinions.

Because when you get too attached to those, you risk getting your perspective on the world narrowed. And that’s when you stop learning and developing.

There’s no need to start with big things, but if you can open yourself to a different opinion, delegate a project to somebody you trust, abandon an idea that’s not taking you anywhere, and if you can do it over and over again, that is a great training for your future flexibility.

Supporting

FabrizioLeave a comment

If you are going to interview for a startup, between 30 and 100 employees, spend your focus probing one thing: what is the role of the founders?

That’s a critical phase for a founder to change their role: from guiding force to supporting resource. All the energy, the motivation, the knowledge, the urge that has led the founders to start the company needs to be passed over for it to scale, and the only way to do that is if the founders are capable to take a supporting role and let go of things, responsibilities, decisions.

It’s not really a matter of roles or of titles, but a matter of attitude. Look at three things.

  1. The tenure of the people who have joined the startup in the second phase, from 15 to 40 employees. If they leave soon, particularly if they have previous experience and success, that’s a sign the founders are still very much in control.
  2. The way the company spends money to train and promote (promising) employees. If there’s little to no money invested in personal development, salary adjustments, perks and benefits, that’s a sign the founders are still very much in control.
  3. The dynamic of the leadership team, the people who manage people. If there’s separation, factions, silos instead of unity, togetherness, mutual projects, that’s a sign the founders are still very much in control.

It’s important, because when founders act as a support to a growing company, it can be a beautiful opportunity. When they aim at retaining control, instead, well that’s not for everybody.

Claim

FabrizioLeave a comment

Many restaurants claim the serve Italian food. Few actually do.

Many managers claim they give freedom to their employees. Few actually do.

Many start-up claim they are out to change the world. Few actually do.

Many people claim they are the best in their field. Few actually are.

Many influencers claim they have influence over their audience. Few actually do.

As it turns out, the more you claim, the less you do.

Cascade

FabrizioLeave a comment

What you do at the top will cascade to the rest of your organisation.

It’s not what you say. Not what you think. It’s not your ideas or your intentions. It’s not your principles or your mission statement.

It’s what you do in the LT meeting and in the board room.

Because you are in control.

P.S.: this is valid even for very small organisations. A family, for example.

All year round

FabrizioLeave a comment

Perhaps it’s because it’s Christmas. Perhaps somebody has done something nice for you. Perhaps you have just gotten an unexpected praise, or a long-waited message. Perhaps it’s the energy you are getting from having finally started that project you have been wondering about for so long. Perhaps it’s your family, your friends, your loved one. Or perhaps it’s just because that’s who you are, and you have always known it.

But if you got in the mindset of giving these days, if you are being kind and helpful, if you are saying “I see your point” and “That is interesting” more often than “You are wrong” and “That is stupid”, then just remember that there is no reason why you should not practice that all year round. Even when things are tough. Particularly when things are tough.

Merry Christmas.