‘People think focus means saying yes to the thing you have got to focus on. But that is not what it means at all. It means saying no to the hundred other good ideas that there are’ – Steve Jobs. Staying focussed – on course, on purpose, in the face of distractions of all sorts… […]
Often we hear that leadership is about taking risks. Sure, it is part of leadership. Making choices that may seem risky. Taking decisions in foggy conditions. What helps a leader in making those choices, taking those decisions? Clarity – in thoughts, in intent, in purpose, about means…
Arthur Miller’s saying is still true: ‘All organizations are perfectly designed to get the results they get.’ How do we design / change the design (keeping outcomes in mind) pro-actively? How do we get the team(s) to subscribe, and act on it? In-time? How do we get the whole stuff in to our corporate DNA?
“We don’t get stuck because we lack knowledge, we get stuck because acting on what we know is hard and takes courage. But that is what leadership calls us to do: to act courageously – To say and do the things that will move us and our organizations forward”- Peter Bregman. Can’t agree more…
Almost always, we are the ones who get in our own way – Peter Bregman. Introspect. Honestly. We may find that often times our own assumptions and limiting beliefs might be the ones that are on the way to get rid of, to reach where we want to…
Courage to undertake risk is a key attribute of a leader. Clarity in thoughts helps build this courage and risk taking ability. Businesses grow with leaders who are willing to take (considered, calculated, smart) risks. In this context, it is also important that the leader encourages the team to speak-out about what they see and
We always have questions. Queries. Issues that we struggle to find answers. In all of these, asking the ‘right’ question assumes significance. If we ask the ‘right’ question, chances of getting the ‘right’ answer is quite high.
Happened to come across recently: ‘I don’t worry about 2 things – the ones that I can change, and the ones that I can’t change’ Agree! It is application. Again. Can I?
Sceptics are around us. How does one make use of their energies? Or at-least make sure they don’t derail the plans? One way is to involve them at the early stages of conceptualisation / planning. Their criticism could be used effectively at the early stages. Some of those inputs could even refine the plan. Also
In a way, leadership is about moving from A to B. Also, getting the people to move from A to B. Moving from where one is to where one decides to be / needs to be. Getting the people also to move from where they are to where they need to be, where they have