Just Seven Things

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

Archive for the category “Leadership”

7 Lessons from Steve Jobs’ Career

Some takeaways from Steve Jobs’s career – and what other leaders can practice for success:

  1. Relentlessly pursue bold ideas – Organizations must have the patience, courage, and foresight to encourage, provide resources, and remove barriers for their “wild ducks” to pursue and realize break-out ideas.
  2. The customer rules – Organizations need to identify and accelerate the careers of high potential employees who are attuned to the marketplace in ways that drive products and/or services intended to always surprise and delight the customer.
  3. Ego serves the organization – Leaders can have big egos, but their efforts are fundamentally channeled in the service of making organizations successful.
  4. Don’t confuse activity with results – Successful leaders leverage competitive drive to maintain traction/deliver distinctive excellence. They are not distracted from achieving the organization’s strategy and primary objectives.
  5. The 3 Rs – Strong leaders ensure that the right people are in the right jobs and that the right conditions have been created for them to succeed.
  6. Truth-telling – Don’t tolerate mediocre ideas, and be willing to take decisive action when people are not cutting it in their assigned roles.
  7. Inspirational communication – Provide frequent and intensely motivational communication about compelling objectives, and the importance of speed to market.

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How To Be The Jack Bauer Of Your Company

How can you be the Jack Bauer of your company?

Break process when necessary to get things done

Processes are well and good for many things, but not much remarkable was ever done as part of painting by numbers.  If you see opportunity to do something amazing outside your processes, do it.  Don’t waste time asking permission, just do what needs to be done.  If you break a process to achieve your objective and succeed, the right management team would never be upset.  If they are you’re with the wrong team.

Believe in what you’re doing (and bring emotion to the table)

A lot of people check their emotions at the door when starting their day.  You shouldn’t do this – especially if you are in a creative industry.  Your emotions, directed by the high road, can be a powerful tool of persuasion and allow you to execute far better than you would without them.  Believing in what you’re doing requires that you bring your emotions.

Fear nothing

I’ve previously promoted the notion you should fear nothing.  Just like Jack faced adversaries without fear, you too should embrace this in anything you do in your industry.  Fear is a dated emotion, having little relevance in modern society.  What’s the worst that can happen to you, really?

Strategist and tactician

It’s a potent combination to be able to not just develop effective strategic plays, but also put them into action yourself.  It is the rare strategist who is able to masterfully execute on the front lines and lead other tacticians to success.  Further, that individual will have greater respect from the execution team than anyone else on the management team who simply sits in their ivory tower.

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How to be an entrepreneur

During a talk last night 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.
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