All in Teams
When we’ve done things a specific way, acted in a particular manner or simply held a specific point of view for any period of time, we tend to get comfortable. We decide that this is how things work for us, and develop our world view (and accompanying behaviors) around these models.
They might be models we’ve been taught or ones we’ve developed for ourselves, based on our own experiences. But they become ours, whether we think they’re good for us or not (and even when we know they’re not).
This month's podcasts focuses on the mental aspect of how we work - on the why we get started, how we get caught in ourselves and the mental mindset needed to succeed.
In this episode, I talk about confidence, how it's difficult to gain but easy to lose. I also spell out the key behaviors, thought processes and tactics we should deploy to get it back. Our futures depend on it.
Have you ever removed a connection on LinkedIn?
I did recently, for the first time ever. This was someone I’ve known for a while, with plenty of shared experience and common connections. The reason I did it was because of his relentless negativity. There wasn’t a single post he made that was positive. Nothing that was uplifting. Instead, he’d ridicule, make fun and generally denigrate others (including his own employer).
We tend to have this view that science is a ‘fixed’ subject, in the sense that we think of it as defined and permanent in nature. That once scientists have done their thing, that once the facts surrounding a specific topic have been gathered and a perspective has been reached, then that’s it. We’re done.
Of course, that’s not actually the case. Science evolves, it changes and is subject to refinement. That’s actually the value of the scientific process - that as more data is captured, as we see the interplay of different variables over time, we learn more.
Early in my career, I was staffed on a project with a senior consultant who had developed a stellar reputation as a “real people person”. Someone who was focused entirely on the individual and their needs and, as someone who could blend that perfect balance between what was needed for the client, the project, the firm and the individual.
I had never met this consultant, but given the ‘word on the street’, I was looking forward to it.
This month's podcasts draw lessons from the world around us, specifically the sports and entertainment arenas. I focus on specific games or movies or entertainers and the lessons we can draw from what they've done or experienced or said.
Today's podcast discusses that day in 1965 when Bob Dylan went electric and changed the course of his career. But he also gave us a lesson in how we need to do what we believe in and be who we want to be, regardless of what anyone else thinks or says.
When I was in Business School, I was asked to take part - along with another student - in an experiment run by a couple of PhD students. We were given a store of currency and had to decide - over multiple rounds - how much of that currency we would give to the other person. (We might even have been given some rules as to how to do it, but I don’t quite recall.)
This month's podcasts draw lessons from the world around us, specifically the sports and entertainment arenas. I focus on specific games or movies or entertainers and the lessons we can draw from what they've done or experienced or said.
In today's podcast, I dive into a quote from the movie, Ghost In The Shell, which speaks to the importance of letting go of the past - whether we feel as if we've failed in our past endeavors but even if we've succeeded…
This month's podcast draw lessons from the world around us, specifically the sports and entertainment arenas. I focus on specific games or movies or entertainers and the lessons we can draw from what they've done or experienced or said.
In today's podcast, I go back to Super Bowl 51 and the amazing comeback that the New England Patriots made in that game, and what it can teach us all about perseverance and achievement in the face of the worst possible odds.
You are not the hero.
That’s right, you’re not. And the sooner you get used to that idea, the better.
You’re not the one who’s going to move the customer’s business across the line. You’re not the one who’s going to help them gain extra market share. And you’re certainly not the one who’s going to achieve their vision for them.
There’s a quote I close all of my personal podcasts with that’s always appealed to me. I wrote about it in one of my earliest blog posts and it’s guided almost all of my decisions in life:
“You’re better off scared than bored.”
It isn’t my quote - I first heard it from Harvey Mackay in his book, Beware The Naked Man Who Offers You His Shirt. (And, for the record, the exact quote is, “You’re a lot better off being scared than bored”.)
Today’s podcast is about what we do when we’re trying to get ourselves back on our feet, when we’re going through hard times and we need to re-center - as an individual or as a business.
It’s about the value of First Principles and the kinds of things we need to consider, understand and adopt when we're navigating a crisis.
So in recent weeks, I’ve hosted or moderated virtual webinars, panel discussions and happy hours with people all across the world (separate from the countless virtual one-on-ones and small group meetings that have become such a mainstay for us all now).
I approached these events with some trepidation, unsure of the how the back and forth that’s necessary would happen in the virtual world, given the normal back and forth of in-person conversation (versus the sequential nature of videoconference technology) or the pronounced nature of (awkward) silence in such settings, especially ones where not everyone knows each other.
We can’t assume each step forward is permanent. And that’s just a fact.
I know there’s a tendency to view any positive progress with hope, with the earnest desire to see that momentum continue unabated. That’s natural and, frankly, we should maintain that positivity, particularly in difficult times such as these.
But it’s important to also recognize that plans and paths forward aren’t always (ever) straight-line. There will be twists and turns, back and forth on the road to getting to where we want to go.
In today's podcast, I continue this month's riff on uncertainty and risk, and talk about change. It's a topic that we all have to deal with, whether we like it or not.
Change is a critical part of our growth and how we deal with it is make or break. This episode discusses the two key steps that I believe we need to take to tackle the change we see in our lives, head on.
The world has changed! The old order is out! Things will never go back to the way they were!
There’s no shortage of pronouncements about how the coronavirus has fundamentally changed the way we live, work and play. No more cruises, no more constant flying, no more of the large scale social gatherings that we’ve become so accustomed to. It’s (apparently) a whole new world out there.
And so it goes with Working From Home (WFH).
Episode 29 of the podcast is now available. Today’s episode is about the concept of "productive struggle", this idea that our success in life is based on our ability to work through difficult issues and problems without knowing or having the path handed to us.
Many times, I think we’re so beholden to other people’s expectations of us, that instead of doing what we really want to do, we constrain ourselves with someone else’s expectations of us.
But it’s actually worse than that. More often than not, it isn’t actually what they expect of us, it’s our perception of their expectations of us.
I’ve written before of my distaste for meetings (here, here and here) and specifically, meaningless meetings that should actually have been emails or a phone chat - or none of the above!
I’ve seen companies where meetings are the norm and the work of actually getting things done (time for deep thinking or focused work) becomes the exception, something that gets done after-hours (or worse, not at all). In fact, I’ve often wondered if there’s a correlation between the percentage of time that executives spend in meetings and the performance of the company.
In times of uncertainty, we want to look for comparisons. Situations that are analogous to what we’re going through so that we can identify trends or find indicators - some sort of sign(s) - that allow us to better predict what’s going to happen. It’s a natural thing to do. We want comfort. We want certainty. We want to see a way out.
But, of course, that’s not how things work.
For every comparison to previous pandemics, there are several others that can point to how this one is different.
