All in Entrepreneurship
This month, I'd like to speak to a few fundamental ideas about how we work and the implications of our behaviors when we work.
In today's episode, I talk about our tendency, as we get older, to focus less on what we do well and more on what we don't. It's a curious thing, because it's our strengths that will drive us forward and, therefore, what we need to build on.
It’s often referred to as the “defensive” strategy.
The sports team that emphasizes defense over offense i.e protecting their goal and stopping the other team from scoring.
Or the business that is focused on adding enough features to be able to ward off the competition.
Or the individual contributor who spends his time understanding and developing (i.e. copying) the skills of his nearest competitors.
Strategy matters.
A good strategy differentiates your offering. It galvanizes the right resources to their best effect. It positions your organization for success.
A good strategy, though, is just the starting point. Once you’ve mapped out your path, you still need to run it.
And a badly run race will slow you down, allow your competition to gain on you and overtake you, possibly even prevent you from finishing.
This month, I'd like to speak to a few fundamental ideas about how we work and the implications of our behaviors when we work.
In today's episode, I talk about work ethics and this idea of balance. We shouldn't ever apologize for the former, and I argue, if we want to build something great, then we have to accept that a balanced life is not possible (at least in the short term).
The fact is that we’re always in transition.
As much as we want stability, our lives and situations are never stable.
We’re always moving towards something, or away from it. We’re always driving forward or backwards, in one context or another. There is literally nothing (or very little, anyway) that we can take for granted.
It’s a fact that strong financial management is fundamental to sound business management. If your revenues don’t exceed your costs on a consistent basis, you will be out of business soon enough.
There’s simply no arguing with that. You can layer in whatever complexity you like, but that truism still holds (which is why it’s a truism).
This month kicks off 2021 with a few thoughts on mindset - and specifically getting our heads straight as we look forward to our goals and what we want to get done over the next 12 months.
Today's episode closes out the month with a few thoughts on mindset and how we tend to define standards that, frankly, constrain us more than they help us, especially when we're just starting out.
When I started in Management Consulting, everyone wanted to do “Strategy” work. Strategy was sexy. It was glamorous. It was something to brag about. Newly minted Analysts and Associates would jostle for pole position to be part of those teams.
And make no mistake, Strategy work was interesting and fun. But, for the most part, that wasn’t what paid the bills.
I’ve always wanted to have all of the answers. I’ve always wanted to be that guy who knows what’s happening, has a clear and cogent explanation, and can provide my point of view on the spot.
But that can’t always be the case. Nobody can have all the answers - not me, not you. And, really, there’s no issue with that.
Where the issue does arise, though, is when I try and speak with authority when I have none.
This month kicks off 2021 with a few thoughts on mindset - and specifically getting our heads straight as we look forward to our goals and what we want to get done over the next 12 months.
In today's episode, I go on a bit of a rant about this idea of "age-appropriate". I don't know who came up with this idea but, frankly, it's nonsense and in this show, I talk about why.
Every game has its own rules. They’re there for a reason - so that everyone works to a level playing field. That there’s no unfair advantage. So that there’s no bias in how one team or player is judged relative to another.
Of course, teams push the boundaries. They’ll operate at the margins of the rules where they can, in order to gain some sort of advantage. I get that.
But underlying it all, it’s important for everyone to operate on the basis of fairness and the principle of good faith performance. Surely, we all want that.
I’ve written before about how the most important subject at business school is also the least respected i.e. anything to do with Human Resources.
The conventional view is that those subjects are “soft and fluffy”, subjects that don’t merit real attention - not like Strategy or Finance, for example. But how we work with each other, how we lead and manage those who we’re responsible for is, in fact, the single most important driver of success in any business, bar none.
This month kicks off 2021 with a few thoughts on mindset - and specifically getting our heads straight as we look forward to our goals and what we want to get done over the next 12 months.
In today's episode, I share a brief story about an interaction I had with a friend many years ago. The lessons from that story speaks to the constraints we put on ourselves about the things we aspire to do and who we want to be.
Many times, there’s a real value to contrarian thinking.
In investment terms, the best time to buy is when the market is down and everyone is running for the doors. Or, in personnel terms, placing a bet on the young up-and-comer who’s been committed and loyal to the cause, when conventional wisdom says to go out and hire an established name.
But there are times when the contrarian approach doesn’t make sense, and despite our desire to do what we feel is right, we need to accept that we might actually be wrong.
Patterns matter. They tell you a lot about people.
Consistent patterns of behavior tell you whether someone is good, whether they’re credible, whether they’re dedicated, etc. That’s just a fact.
Sure, everyone can (and will) have bad days. Days where things just aren’t going the way they’d like, when they feel as if they’re at the end of their tether. In those instances, we’ll say and do things that don’t represent who we are. That’s also a fact, and it happens to the best of us.
This month kicks off 2021 with a few thoughts on mindset - and specifically getting our heads straight as we look forward to our goals and what we want to get done over the next 12 months.
Today's episode focuses on our belief systems, the boxes we tend to put ourselves in and how an interview with a famous classical musician reminded me of the need to think differently.
So what’s the average age of successful entrepreneurs in the US? Not just entrepreneurs in general, but the founders at the fastest growing new ventures?
45.
That’s right. The average successful, high growth entrepreneur is, at founding, far older than conventional wisdom and the mainstream media would have us believe.
I was going to start this post with a comment about how crazy and unprecedented 2020 was, but then I realized that a) it would be cliched, b) I’ve already made that point in numerous posts over the last year and, c) it would be cliched.
Instead, I’m going to focus this post on two things - the things I’m proud I’ve been able to do on this blog over the last twelve months and then share a bit of my mindset for the coming twelve.
This month's podcast closes out the year with my thoughts on the COVID-19 pandemic that's absorbed all of us this year. I'll share my perspectives on how I've assessed this impact and how I interpret its impact going forward.
Today's podcast closes out the year with my thoughts on how 2020 and COVID-19 has forced us to rethink how we need to approach 2021 - specifically in terms of options and agility.
It’s the end of the year and about when we start thinking about 2021 and what our plans are for the New Year.
Some of these ideas that we’re considering are new - new hobbies we want to take on, new skills we’d like to develop, new ventures we’d like to create. The thrill and excitement of doing something we’ve never done before is intoxicating, something to really look forward to.
