Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Leadership”

How to be an entrepreneur

During a talk I gave I was asked about the key lessons that I have learnt from running several businesses. I feel hardly qualified to answer, but I am very clear on a number of aspects:

  1. The cost of understanding your product/service has to be less than the immediately obvious benefit that comes from using your product/ service. People will stay with you (pitch/ marketing message/ website) for as long as their needs being solved are made immediately apparent, are sufficiently significant, and the ways in which your product/ service solves that need are clearly understandable (and the cost of understanding is less than the benefit) [adapted and evolved from SuperConnect]
  2. A CEO should be aiming to only focus on strategy and people development: your head should be 12-18mths hence at first (longer over time), and your heart should be in developing the person better than you. You are the only person in the business whose job it really is to ‘develop the insights/ perceptions/ abilities to detect patterns of change and relate them to your landscape, industries, competition and business’ [adapted from Execution]. You should always be looking to develop the person better than you to be able to take your job. If they don’t yet exist in your company, make sure you hire them. ‘Yes’ or ‘passive no’ people will kill your business.
  3. If the core transactions of your business don’t exist without funding (including your time/cost funding), then your sole focus should be on adjusting your business model to be profitable in its core operation without investment. However well-funded or visionary your plans are, the cash flow monster eats the investment and then chases and kills 99% of its prey.
  4. Read more…

Managing the brain and managing the emotions…

… are absolutely two different things. I was talking with one of my client senior managers with the widest span of responsibility yesterday.

They’re coping with a lot of the things that leaders have to. I started to explain things in terms of suspending a balance between the following areas of accountability as a leader and manager:

1. Being involved in the detail (normally on an urgent/ important basis) sufficient to be able to make an informed decision when called on to do so

2. Maintaining progress on the list of important value-add or change areas that will step change the company’s performance and future success (inc. strategy)

3. Monitoring and maintaining the systems of control over process as well as managing, mentoring and coaching people to be able to run the company tactically and operationally

I realised that the big challenge in this is that you can mentally allocate the focus to areas two and three; area one normally drags you in without your planning. Arguably, area three. is easier to plan for in terms of operational review meetings, 121s, performance reviews and coaching sessions.

But that’s all about the conscious intent as opposed to the reality.

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Leaders Learning Skills from their Teams

The Open Book by Dan Christian Lavric

The Open Book by Dan Christian Lavric

Just something that occurred to me today as I was taking a note of what one of me client senior managers had said to me that I wanted to learn from.

How many leaders and managers consciously look to learn from their teams? How many are both open to the fact that they could learn from the people that they’ve hired and that work for them, as well consciously seeking out opportunities.

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