About 10 years ago I was thinking about moving on from my job at the time. There was nothing ‘wrong’ with the job, I was pretty good at the work, and I liked the people I worked with. But I had a sense that I… Warning: read these articles at your own risk!
The 80/20 rule is one of the most useful mental models that I’ve picked up in my life. Also known as the Pareto principle, this rule captures the observation that roughly 80% of good outcomes come from just 20% of our efforts. You can use… How to 80/20 your life and work?
This quote has been living rent-free in my head for the past few weeks: People don’t think what they feel, don’t say what they think and don’t do what they say. David Ogilvy, advertising tycoon I think it’s true. Often, our genuine thoughts and feelings… Is engagement survey data misleading?
We can be good at many things. But what does it take to be great? In his book ‘Outliers’, Malcolm Gladwell states that it takes 10,000 hours of “deliberate practice” to become world-class in any field. I recently came across the purest expression of the… What does it take to be great?
It’s inconvenient, but the quality of a decision can’t be judged from its outcome. Good decisions can go wrong. You can get lucky with a bad decision. It happens all the time. The quality of a decision comes from HOW the decision was made. And… There’s only one proven way to make better decisions.
Here’s what to do: First: Assess your engagement at work. If you’re measuring engagement in your team, check out your own results in isolation. Otherwise, schedule a self check-in once per month to rate how you’re feeling out of 10. Pay attention to any trends.… Leaders: paying attention to your own engagement is crucial
I’m continually reminded that clarity is a fundamental element of great organisations, relationships and, ultimately, a great life. When we have clarity, we are more fulfilled as individuals and our organisations and communities thrive. Method 1 Do you know what you want to do and… Three methods to get clear on what you want (in life and at work)
A plan is only as good as its outcomes. Here’s how to track progress and ensure your strategy is delivering results. It’s easy to feel good about a strategic plan when it’s fresh. But the real test is whether it delivers results. How do you… How do you know if your strategic plan is working?
Here’s the number 1 thing managers should do with their team members. It’s common sense, but not common practice. What is it? Set quarterly goals with each team member. It’s a straightforward exercise, but rarely done well. Usually because managers simply haven’t been taught how… The number 1 thing managers should do with their team members
Most managers have one on ones with their teams. But here’s what separates the best from the worst 👇. Average managers organise one on ones from time to time. Highly effective managers schedule them in advance. And stick to them. The least effective don’t have… Effective managers schedule regular one-on-ones. And stick to them
What’s the number 1 reason that most people can’t find the time to get organised? Because they’re too busy being disorganised! Many people can’t get organised, simply because they’re too busy being disorganised. As author Patrick Lencioni says in his book The Advantage, sometimes we… Most people can’t get organised, because they’re too busy being disorganised
It’s impossible to engage your team overnight. But here’s what’s possible today… It’ll only take you 30 minutes. But, in one year’s time you’ll have a team with boosted engagement, because they: And highly engaged teams are 3x more productive than merely satisfied teams. Talk… You can’t engage your team overnight, but here’s what you can do today
Turkish Olympic shooter Yusuf Dekic reminds me of a common problem in management. So many of us overcomplicate things, because of sophistication bias… This is when we ignore simple solutions in search of something more complex, innovative or clever. As a result, we – wrongly… Sophistication bias is a disease within organisations
I think we each operate in an envelope of leadership competence. When we’re calm and composed, we rise to the heights of our competence. But, when we’re under extreme pressure, we lose our leadership composure and fall to the baseline of our incompetence. Our envelope… The envelope of leadership competence
Modern leaders focus on authenticity. While old school managers are too busy obsessing about not looking weak. But, you can be a strong, authentic leader and: Modern leadership sees authenticity as the key to connection. And connection as a key lever of leadership.
The book in a paragraph The most successful individuals and organisations communicate and operate from their core purpose, cause or belief, inspiring others and achieving remarkable loyalty and engagement. They “start with why”. And then they align their how – processes and values – and… Book Summary: Start With Why by Simon Sinek
70% of us suffer imposter syndrome. If you do, here’s 3 strategies for overcoming it… Harvard Business Review says that imposter syndrome usually involves: Most of us experience it. But it can be hard to shake. So, here’s four research-backed ways to overcome it, according… 3 research-backed ways to overcome imposter syndrome
Very polite leaders tend to be less effective. Whereas highly respectful leaders perform better. Here’s why… Imagine a situation where someone isn’t doing a good job. Now, imagine it was you. What would you want your manager to do? Be polite and say nothing, in… Respect > Politeness
Strong cultures flourish when organisations do three things. And weak ones prevail when they don’t. Values are a powerful tool for defining culture. Many organisations have them. But they can be little more than dusty, faded wall decorations. Here’s how to use your values to… Strong cultures are built on these 3 steps
There are three kinds of feedback great leaders use every day. But good managers don’t. Here they are 👇 The best leaders create a psychologically safe environment where there is a lot feedback. In all directions. Between peers. To the boss. And from the boss.… The three kinds of feedback great leaders use every day