A study found remarkably high rates of dyslexia among entrepreneurs, as compared with corporate managers and the general population. What I found particularly interesting was the list of traits dyslexics develop that have them become entrepreneurs more often, have multiple companies, and an above average number of employees.
The dyslexic entrepreneurs reported as good or excellent at: (more…)
My friend Andy Sherman has collected a life’s wisdom accumulated from years of advising businesses into his 18th book, Road Rules: Be the Truck. Not the Squirrel. Learn the 12 Essential Rules for Navigating the Road of Life He has allowed me to make the first chapter available for free here. Read, enjoy, and prosper.
Optimism is a strategy for making a better future.
Because unless you believe that the future can be better you are unlikely to step up and take responsibility for making it so.
If you assume there is no hope, you guarantee there will be no hope.
If you assume there is an instinct for for freedom, there are opportunities to change things, there’s a chance you may contribute to making a better world.
The choice is yours.
–Noam Chomsky
American linguist and political activist
I went through extreme depressions, glooms. There was one occasion on which I decided actually to commit suicide.
I’d got into this state — I was working as a lab assistant at the school, and what would happen was that I’d make tremendous efforts to push myself up to a level of optimism. I’d do it in the evenings by reading poetry, thinking, writing in my journals, then I’d go back to the school the next day and blaaahhh, right down to the bottom again. This was the feeling of The Mind Parasites — there’s something that waits until you’ve got lots of energy and just sucks you dry like a vampire. This sudden feeling that God was (more…)
An organization is a community of discourse.
Leadership is about influencing the nature of the discourse.
—Robert Kegan
Harvard University
See also, on this blog, step-by-step conversation instructions with video here:
The Conversation Contract.
Years ago, an experienced coach and mentor began our meeting by asking about my first child. Just 18 months old, he was eagerly crawling and using a few words.
“It’s a fascinating time,” I replied. “You can almost hear the wheels turning in his head as he experiments to find out what combination of noises and movements is going to get him what he wants.”
I heard myself and paused to absorb the insight.
“Wow!,” I continued. “That is still how I spend most of my day.”
But not every day. How often do you actually examine how well your “noises and movements” are serving you? Don’t we all expend a lot of energy just repeating tired and familiar strategies rather than observing our results and experimenting with new communications?
It is rare to be as eager and innovative as a baby yet how can we fail to be impressed with the child’s rapid progress? Experimenting, responding, growing, moving forward, relentlessly alive–children know how to learn.
How do you stay green and growing? One reliable technique for enhancing our learning, of course, is to work with a supportive and insightful executive coach and surround yourself with people who share your commitment to conscious development.
Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something.
The ingredients are there. You are the only one who can put them together into (more…)
The Economist newspaper has an excellent summary of Warren Bennis’s work on leadership, adapted from their book: Guide to Management Ideas and Gurus. Bennis makes a strong case for leadership as something to be nurtured and learned.
Four things an effective leader must embody, communicate, and encourage are:
Mr. Bennis and I share, along with many other management consultants and executive coaches, a debt to the pioneering work of Werner Erhard‘s EST and Landmark Education.
Lessons for managers from how the Army re-made itself between Vietnam and Desert Storm.
I was moderating a conference of business owners in the late 1990s as they lamented the poor work habits and other failings of “Gen-Xers.” Finally, I’d had enough so I said, “Say what you will about body piercing and Starbucks, I don’t think that’s the key issue. It looks to me that our generation’s contributions were the drug culture and Vietnam while the present generation has given us the Internet and Desert Storm.” The question becomes, how did this happen? Into the Storm provides part of the answer.
I am a baby-boomer who came of age in the Vietnam era, so my interest in things military was slight and my general opinion of military organization, I’m ashamed to say, came more from Catch-22 and MASH than reality. Yet, the U.S. Army has done some huge and useful things, so I was willing to take a fresh look with this book.
In the aftermath of Vietnam, “the Army began a revolution in (more…)
One of my CEO coaching groups recently discussed the creation of the President/COO role in their companies. I came up with this alliterative and highly distilled suggestion.
- Decisions may be:
- Dictated,
- Discussed, or
- Delegated
To help define the duties of your #2, examine the range of decisions you make as head of the company and notice which you will dictate, discuss, or delegate. Core values, for example, are yours to dictate; the COO complies with your decision or leaves. Strategy is something to discuss, create together, and have a healthy back-and-forth conversation about between the CEO and COO. Hiring a sales rep or changing your health care provider are probably best left entirely to the COO; delegate those areas and keep your handsoff.
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