Nobody wants to hear what you have to say.
Everybody wants to share what they have to say.
It might be a bit of an exaggeration, but if you want to be a leader, that’s a distinction you need to have very clear. One that you need to be able to navigate.
If you don’t, you’ll find yourself in a very limiting echo chamber.
No matter what the current situation is, nobody likes change.
Your unique and innovative idea will be pointless if you fail to address this basic human fact.
Most companies want employees to not work in silos. And then, they organise their work in little, hierarchical boxes.
They split the workforce in departments. They assign managers and middle-managers to each of them. They give them goals and agendas and salaries and development plans that are unique. And they get mad because Product doesn’t talk to Sales, because what Marketing promotes is not the story that Customer Success tells, because the Leadership Team meetings are just a battle for budget and recognition, and because their Customers are sick of waiting for the promised improvement.
So, the opportunity for you is to become the person who looks at problems horizontally. To learn about others priorities and spot lateral developments. To become the glue that delivers and the light that shines on colleagues.
If you’ll just stick to your box, you’ll be part of the problem, not the indispensable solution.
When you are under pressure, mistakes happen.
Luckily, not all mistakes will cost you $100 billion. And most importantly, you are the one deciding what pressure to bow to. Not everything is worth pursuing, not all chances are worth taking, not all competitors are worth following.
Sometimes the wise response is to slow down and let go. It’s always a viable option.
A little data is always better than no data. Because no data is the realm of opinions, hearsay, gossips, and past experiences.
A lot of data is sometimes better than a little data. Because a lot of data can be confusing, irrelevant, misleading.
A good amount of data is difficult to strike. Because when you start getting data, you want more, and that’s when you end up with a lot of data and the problems from the paragraph above.
The point is that data is useful and should be used, as long as, at some point, you can say “enough!”.
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