Just Seven Things

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

Archive for the category “Stress”

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.

Read more…

The Power of Less: Babauta’s tips

I was struck by some productivity principles in the heart of Leo Babauta’s book, ‘The Power of Less’:

- Slow down and enjoy every task. Pay attention to it and be in the moment to enjoy it.
- Do one thing at a time and do it well.
- Find the stressors in your life and ways to eliminate them.
- Create time for solitude. It’s important to just have some time for yourself.
- Do nothing. Don’t afraid to be lazy.
- Know what your simple pleasures are, and put a few of them in each day.
- Practice being in the moment at any time during the day.

Strategy as Stress Survival

Nearly thirty years ago the Thomsons sold out of print newspapers, selling The Times and The Sunday Times to Murdoch. In 2007 they sold their college textbooks arm for a $2bn premium, making an offer for Reuters with the proceeds in the same month Murdoch increased its newspapers exposure with its bid for Dow Jones.

The FT’s article (30/12/09, Andrew Edgecliffe-Johnson) exploring family businesses and long-term strategic decision-making also highlights the importance of paranoia and values in business leadership.

Without long-term planning and the projection of risk exposures, a company cannot look to add value over time. Past this management speak though, a healthy self-awareness and translation of leadership team stress, paranoia and questioning into strategy evaluation and revision/ actions is fundamental.

Allan Leighton (sits on several boards, inc. Selfridges and BSkyB) is quoted in another FT article (6/1/10, Judgment Call – What is the right attitude for leaders to take this year?):

‘Stay close to the detail of your business, worry frequently, don’t be complacent, and look after your people. Survive and thrive.’

‘Business needs to adapt to the new realities and get on with driving momentum, being proactive and looking for ways to keep edging forward, remembering that flat is often the new up’

Strong leadership is not a one person game. The leader – in position because of knowing what those who would be led need to be led – drives both the momentum and the action, but should also drive the questioning. Historic decisions of even the last month should be re-challenged in light of all current data and experience.

The fulfilment of the mission and big hairy audacious goals should provide the direction and framework; this should equate with the company’s best ability to deliver total stakeholder return over time (defined in both monetary and non-monetary terms).

What happens day to day, week to week and month to month should be guided by a clear bridling of your stress and paranoia as a leadership team in pursuit of the right strategic decision-making/ revision-making.

Continually switching strategies or strategic procastination/ incontinence are both unacceptable. Continually questioning yourself and whether you are doing the right things now – based on your business values – to achieve your long-term mission, is a necessity.

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