Worth following

Three people that are worth following.

Busy

If you tell others often that you are busy – and genuinely would prefer not to – understand two things.

First, delegating is not about telling others what to do, it is about trusting them with important problems to solve. It’s not about “I need this report by tomorrow” and all about “how and when do you plan to report on the findings?”.

Second, there is no one single thing that will dramatically impact the outcome if it is done today rather than tomorrow. Urgency is fake. Success is achieved by doing something consistently and over a long period of time. Big projects or tasks that pop up at the last minute in your calendar are not going to drive results.

Now go out and practice this.

No customer

Beyond the headline below, there is a committee.

There is marketing with an idea. There is sales with a preferred way to tell about the product. There is the executive team with their years of tenure and the history of the organisation. There is product with a use case, and product marketing with the results of market research.

And of course, there is no customer.

On the periphery

What if you are not it?

What if you are not the best choice for that role you so much want?

What if you are not the outstanding writer you have worked so hard to become?

What if you are not the father of the year?

What if you are not the person that will lead the company out of the crisis?

What if you are not the one who has a solution for every problem?

We rarely plan for failure, but at some point, we ought to consider the possibility that we are simply not it. Perhaps, we are not the main character, after all. What happens when we realize that?

There are still a lot of things we can be. We can be the guide, the supporting role, the cameo, or the director. We can still play a part and also decide that, after all, it is not the movie we want to be part of.

A narrow approach will limit our peripheral view.

And there’s so much more out there that’s waiting to be appreciated.

What is keeping you?

That thing that’s keeping you from delivering on your promise – to yourself or to someone else. Is that an excuse or a reason?

People – ourselves included – have little tolerance for excuses. If we keep repeating them over and over again, they do not become more acceptable. They simply make the relationship more difficult.

Understand the difference and take a stand.

Fun fact: we tend to hide excuses, burying them inside long monologues or beyond a volatile interpretation of data. Reasons, on the other end, emerge whenever we need to strengthen a connection.