I had been employed by the same employer for over 20 years. Within that time I fulfilled 10 different roles with various job descriptions; everything from a paid student to Chief Engineer, an aircraft technician to a fear of public speaking coach.
There has been one constant. I have always been on the cycle of incompetence and confidence.
There will always be times of crisis for leaders. And there will be leaders that survive the crisis and come out stronger for it, and there will be those that do not. That fail.
In these times, the ones that survive, thrive even, are those that can do these three essential things; confront, assert, and connect.
There is something special about the moments that occur in nothing time. Not nothing as in no value, nothing as in nothing planned. Nothing happening. Nothing time.
Our strongest bonds are made when we are doing nothing. We are our most creative when we are allowed to be idle. Our brains require nothing time.
Your prediction is probably wrong. Find out why before you start. There is a trend that has been around for a while in areas of management, it is called the pre-mortem. First spoken about by Gary Klein in a 2007 HBR… Read More »Your Project was a Failure — but why?
You wouldn’t plant a seed, then dig it up every few minutes, and be disappointed that it hasn’t grown.
So why do you keep questioning yourself, your hard work and your decisions?
Have patience, stop overthinking and keep watering your seeds.
I have rescuer tendencies. When I see people struggling I want to help them. I rationalise that if they succeed faster, then we succeed faster, then we can get more done. This is short term thinking, people need room to suck, to struggle, to work it out for themselves. That is how they grow.
We have a problem in the modern world. There is an epidemic approaching one opinionated or offended response at a time. I think I know why.
I probably watch too much sport, I love playing it too. Whatever sport it is I’ll find something in it that appeals to me. Sport has given me so much. It has shown me so much about myself and, more importantly to leadership, the capacity of every type of human when they are in the right environment.
I’ve recently discussed some of the things I used to help me choose between two very good job options. I realised that conversations and gut-feel were not going to be enough. I needed some evidence to support a decision, so I turned to Excel and geeked up my pros and cons list.
At the start of last year, I decided to do more of the things I like doing. To prioritise making time, while doing my core job, to making the workplace a little better for those that give so much of their time to attend and achieve there. So, I decided to embark on a cultural change program to shift the culture from one of mildly resentful attendance to one of fun and productive camaraderie.
