An exercise to clarify your job, why it matters, and how it fits into the big picture of the company and the customer’s life.Read More
Filtering by Category: Strategy and Management
It’s obvious that as a manager I can treat my team with respect and work hard to be a better, more moral manager so that I roll less toxicity down hill.
What was an epiphany for me is that I also have at least a little ability to do that as a customer and investor. But that requires a sacrifice from me - I have to let some things slide.Read More
Leadership is akin to chemotherapy to me. It attacks the cancer of organizational alignment, but is toxic because it breeds the conditions for corruption to occur.Read More
One of my favorite recent thought experiments is imagining what an organization would have to do to get increasing returns to productivity as company size increases instead.Read More
I’ve already spent too much of my life angry, anxious, or ashamed about work. It’s time to move on. The best way I know to move on is to forgive.Read More
It’s hard to be the yogurt. But for the culture to change, someone has to be.Read More
In a very short time, meditation has significantly improved my life.Read More
During my time working on innovative and transformational projects at DPD, I’ve come to learn something new.Read More
The key question for us as change agents is which dimension it’s best to be radical on.Read More
How does one create an organization that doesn’t waste its talent?Read More
When I worked as a management consultant, one of the recruiting buzzwords was "ambiguity."
The idea was, consulting firms wanted people who were able to manage ambiguity and were comfortable operating in environments where there was a lot of it. Dealing with ambiguity was an indispensable skill.
But now, I think I'd rather hire someone (and more importantly, be someone) who's uncomfortable with ambiguity. Someone who encounters ambiguity, and wants to solve the underlying problem causing it. Someone who takes ambiguity, and strives to make it clearer, simpler, and more actionable.
In retrospect, I think it's probably better to have teams that are so annoyed by ambiguity that they try to do something about it.
To be sure, I'm not naive enough to think ambiguity can be completely eliminated from enterprises. What I'm saying is that it might be better to build a team with people who will do something about ambiguity, rather than build a team who people who will have a high tolerance for it.
The only way to find time for Type 3 work is to make it, and then fight like hell to protect it.Read More
The priority is special because it’s the first one.Read More
Why not focus on less?Read More
I think future humans will find the way we manage organizations morally indefensible.Read More
If you can't name what matters and what doesn't, your team is toast.Read More
A management parable, from my breakfast table to yours.
There are four general strategies to make a company more profitable.Read More
I no longer expect work to be meaningful and I don't think you should either. Let me try to convince you.Read More
If you can convince others to advance a common interest more often than they advance their own interests, you've succeeded as a manager. That's it.Read More