All senior level executives and managers are asked to develop and present a strategy, whether global strategy, regional strategy, or simply strategy for a team or department they oversee. Many managers create long slide presentations with lots of data to justify why their strategy is right. However, the most persuasive managers talk about all the reasons their strategy might be wrong. Continue reading
There is no such thing as a labor shortage. There are more excellent people out there right now than you can possibly hire, and you can have them—if you do things right!
Last week, I discussed what to let go in order to grow your business in the midst of a labor shortage. This week, as promised, I discuss what to take on. Below are my top four.
There is no such thing as a labor shortage. In reality, there are more excellent people in Japan than you could possibly hire. You can have them, if you do things right.
The first step in growing a business, even in a labor shortage, is deciding what to cut. If you find that your business is dealing with the current labor shortage by taking more on and clinging to what you have, then heed my advice. If you want to grow, you must first let go. Let go of what, you ask? Read on, and I explain the top four.
Projection and empathy are not the same thing, but they are often confused. Empathy is the ability to understand how someone is thinking, whereas projection is presuming a person thinks like you. Be careful not to project when it is empathy that you intend. Continue reading
If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
Strategy is about creating the future, not predicting it. You develop strategy by starting with a bold vision of the business in the future and working backwards, not by an understanding of the present business and working forward. The latter merely entices you to compromise your vision. It is only the former that can take you where you want to go.
Unsolicited feedback is meant only for the benefit of the person who gives it and never for the person to whom it is given. I pay it no heed. Neither should you.
It is not uncommon for a CEO not to know exactly how his or her sales and business development people routinely behave in front of real customers and prospects without observing them in action. I recently learned of how one CEO was blindsided when he did just that.