Your taste is good enough that you can tell that what you’re making is kind of a disappointment to you …
A lot of people at that point, they quit. And the thing I would just like say to you with all my heart is that most everybody I know who does interesting creative work, they went through a phase of years where they had really good taste and they could tell what they were making wasn’t as good as they wanted it to be — they knew it fell short …
the most important possible thing you can do is do a lot of work — do a huge volume of work. …
it’s only by going through a volume of work that you are going to catch up and close that gap.
Mr. Edward Rochester, “And you felt self-satisfied with the result of your ardent labours?”
Miss Jane Eyre, “Far from it. I was tormented by the contrast between my idea and my handiwork: in each case I had imagined something which I was quite powerless to realise.”
Mr. Edward Rochester, “Not quite: you have secured the shadow of your thought; but no more, probably. You had not enough of the artist’s skill and science to give it full being.”
This short podcast describes an important step in the growth of business owners and other leaders, moving beyond the urge to control and micro-manage every action toward acting with confidence in your team and your own ability to respond to every eventuality.
Thanks to MusicOpen for providing public domain recordings of Beethoven.
Whose responsibility is it to cause significant genuine conversations
The boss’s job is to create an environment where people can be effective
The CEO Conversation
Unleash creativity by exchanging certainty for confidence
Just click here and either listen through your computer or subscribe through iTunes to have this and all new episodes placed on your device as they become available.
The Business Owner’s Executive Coach, Tony Mayo has shared a great deal of practical information with business people since re-launching his free e-mail newsletter in 2008.
Here is a list of topics covered. Just click on any title to read more.
Integrity is usually a major conversation when I coach groups of executives. It almost always comes up in the context of arriving at the meeting on time or returning promptly from breaks.1 This leads to a discussion of consequences, by which people mean punishments for not being on time: fines, humiliation, etc. This opens a powerful examination of monitoring, enforcement, and integrity throughout the organization.
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