All in Entrepreneurship
There’s no worse feeling than being in the midst of a difficult situation and feeling helpless, not being able to do anything about it. The result is the noise in our heads that is anxiety.
But difficult situations are difficult for two reasons: lack of comprehension and lack of perceived control.
Inspiration can come from many different sources. Depending on our interests and affinities, we might look to sports personalities, musicians, business executives, politicians, artists or some other professional(s) in some other field(s) altogether.
We may even look to different people at different stages of our lives - whoever made an impact (and I define that broadly) at that specific point in time, for whatever specific reason.
This months podcast deals with matters of culture.
In today's episode, I speak to the Sumo concept of Hinkaku - that is, how being a champion is about more than tangible measures of performance. It also has to do with how we behave.
I think the problem begins when we subscribe solely to a specific point of view, a particular doctrine.
This is what I believe in. These are the truths about this or that and they cannot be compromised.
We’ve learnt (been taught/taught ourselves) these doctrines over the years and have chosen to accept them as the path forward - the only path forward. And, we’ve galvanized the ‘opposition’ into a defined doctrine of its own - the other, that against which we must fight, come hell or high water.
I don’t know if there’s a single maxim by which we should live our lives. Life’s too complex for that, but there’s probably a few that are useful.
I do know that, in general, any advice that encourages us to think before we make a life choice is likely to be on point. I came across one such maxim recently:
This month's topics focus on personal war stories and observations.
In today's episode, I talk about an experience I had with the late, great Professor C.K. Prahalad when I was at Ross Business School, and specifically what it taught me about actually being clear about what we want, versus chasing some idea of what we think we want.
In one of the final scenes of the 1994 movie, ChungKing Express, the character “Cop 663” is at a Hong Kong bar called California, waiting for Faye, a girl he met while she’s been working at her cousin’s takeaway shop.
He’s been recovering from a break up and Faye, who’s trying to figure out who she is and what she wants in life, becomes enamored with him as he stops by every night for something to eat or drink. It's an unspoken (and somewhat strange) flirtation, until he finally asks her out on a date, asking her to meet him at California at 8 pm the next night, to which she agrees.
Does consensus = compromise?
Conventional thinking touts the need to “get to consensus” as we make decisions. But is ‘consensus’ the right answer?
In concept, consensus makes a lot of sense.
This month's topics focus on personal war stories and observations.
In today's episode, I talk about the time I turned down the chance to see Michael Jordan's Chicago Bulls. Which is enough of a story in and of itself, but it's really a lesson in the need for balance, compartmentalization and looking out for yourself.
Beating the dealer. It’s the eternal quest.
How do I upset the odds? How do I move the needle to get what I want?
At its core, it’s really a desire to remain in control, to stay relevant. But it’s worth remembering what game we’re trying to play as well.
This month's topics focus on personal war stories and observations.
Today's episode focuses on the importance of being able to work with people as the route to our success - as well as the sheer difficulty of learning (and mastering) how to do so.
How do you choose a headliner?
If James Taylor and Jackson Browne go on tour together (which they’re doing) and it’s billed as a “co-headlined” show, is it really a co-headline?
Or if Sting and Peter Gabriel toured together (which they did), and that was billed a co-headlined show, is that really a co-headline, or is it really tilted towards one of those artists?
Where’s your head when you’re doing work?
Are you focused on the work itself - on exploring the nuances, the difficulties, navigating the actions needed to ensure it’s done the right way?
Or are you focused on just getting through it - simply finishing and moving on to the next item on your (never ending) To-Do list?
Our business lexicon is rife with buzz-phrases such as “win-win” but it’s important to remember that that standard has to be met (and perceived to be met) by both sides. In other words, we have to be cognizant of such definitions not only for ourselves but for the other party as well. Deals are better in the long term when we do so.
In fact, our approach to negotiations says alot about us and also provides a good indicator of what we’re going to be like to work with.
Bruce Lee’s philosophy when it came to learning was that there was no single best way to learn.
He didn’t prescribe to the idea of fixed patterns and approaches to education, rather he believed that real education is unique to the individual. It comes from absorbing what’s helpful (in your own judgement) rejecting what’s not and then defining your own ‘truth’, your own path forward.
At some point in the evolution of any organization, we have to build in structure and process.
The pure quest for growth and, hence, total focus on execution, in a company’s early days inevitably leads to a situation where some level of resource organization is necessary.
That makes sense. We’ve been so focused on getting things done that we’ve spent less time trying to figure out how best to get it done.
‘Messing up’ is par for the course.
Any time you take on an initiative or a project or a venture, there’s a strong chance that you’re going to mess up along the way.
The more visible the initiative (in whatever sphere of life you’re operating within), the more public that mess up will be - and the more prominent the impact on some stakeholder or constituent. In other words, someone’s going to get hurt, in some form or fashion.
This month's podcasts focus on the art of communication - a critical skill no matter what we do for a living.
In today's episode, I speak to the fine line we walk when we're in the midst of combative communications. In particular, I speak to the four elements that allow us to tell when it's constructive and when it's not.
Forecasts and projections come with the territory, regardless of whether we’re speaking to business, social or political subjects. From new industries to climate change to our own companies, we’re desperate to know what the future holds.
What’s the potential? How long do we have? How serious is this?
Setting standards is important.
Standards help us define the level at which we’re performing and, in the event, we’re not at par, how far we need to go to get there. Standards serve a real purpose as they push us to be better - to master our craft, change the way we think and deliver greater value, both to ourselves and others.
