I am so honored and appreciative that these amazing, busy people took the time to read my newest book and provide an endorsement!
I hate to tell you this, but we will never return to the old normal, whatever that was. Looking back, it may seem there was a time when change crawled at glacial speed, but that’s only a figment of your poor memory and rose-colored glasses. Change is constant. Furthermore, it is accelerating. We can’t go back. Those who recognize that and chart a new course will thrive and the rest are destined to pine.
We are outraged. We are outraged when we see someone without a mask. Outraged when asked to wear a mask. Outraged with every headline. Outraged by every comment on social media. Outraged before breakfast. After lunch. During dinner. In our dreams. It’s an epidemic. And I’m convinced our outrage is more destructive than the coronavirus. How Destructive Is Outrage?
I’m worried sick about some businesses and totally impressed by others that have responded quickly, some brilliantly. The range of problems caused by the coronavirus could not be broader. Just among my own clients and contacts efforts span everything from shifting operations into home offices to establishing iron clad disinfecting and distancing protocols to tracking daily changes in governmental regulations across hundreds of countries to sourcing new materials and retooling machines to creating systems for online ordering and delivery to making momentous workforce decisions to switching from plated meals to take and bake options. All while the world continues to shift under their feet.
I often help clients make complex and important decisions. Strategic planning, significant changes, and sensitive issues are the main situations where I am brought in. Inevitably, this includes working with a group of leaders who are the decision-makers and whose buy-in is critical to success. My clients are often amazed at how quickly I can extract significant insights and guide a group to critical decisions that they all support with great enthusiasm and commitment. Want to know my secrets?
Even my best clients have been known to forget some of the most critical distinctions, so I thought some reminders were in order.
A headline caught my eye the other day. I don’t remember where or what it said. All I remember is that it contained the phrase “actionable strategy.” And it has bothered me ever since. So what could “actionable strategy” possibly mean? Perhaps more importantly, what does it mean to have a strategy that is not actionable?
The Roto-Rooter man was standing on the downhill side of the overflowing sewer access plug in front of our condo. He thought nothing of being in the flow and dropping his tools at his feet. I thought a lot about it. Eeww!
Whether you are an executive or a member of a Board of Directors, I bet you recognize at least one of these situations: The executive sees little or no value in the board. I’m not talking about the quality of the board here; I’m talking about the attitude of the executive. Relations are strained and no one is happy. The executive respects the board, but doesn’t know what to do with them. I’ve seen many cases where the executive wastes days every single month preparing for the board meeting. It’s a major production bent on entertaining and impressing the directors. Nothing substantive is accomplished. In other cases, they all plod through a very boring and lengthy meeting that also accomplishes nothing. The executive has a really close relationship with one of the directors and it isn’t the chairperson. The result is serious trust and power issues. It’s like having a spy on the board who will run to the executive with confidential board business. Even when confidences are not being violated, an executive can’t risk having his board think they are. The executive shares too much with the board and drags them down into operational weeds. As a result, the executive unwittingly loses control of decisions and the board’s time is wasted. The executive shares personal fears and insecurities with members of the board. It doesn’t take long before the board loses confidence in the executive and the executive loses his job. An executive is supposed generate confidence, not erode it. The executive doesn’t think the board is taking on enough responsibility. This is particularly true of non-profits and fundraising responsibilities. Undercurrents flow and resentment builds for all. The board doesn’t show up. More resentment. Decisions are made without appropriate expertise, input, and oversight. The board isn’t completely happy with… read more →
I’ve read too much about exercise. As a result, I can be very indecisive when it comes to choosing among aerobics, strength training, yoga, and walking. I can’t possibly follow all the recommendations and so pretty much any exercise I do feels inadequate. It is very demotivating. However, I’ve found a solution! And not only does it work for exercise, it echoes advice I give clients about making changes and setting goals.