All in Teams
Today's podcast speaks to the perception that many of us have that we need to be (or at least show we're) perfect in front of those we live and work with.
The problem with this approach is that it's founded in insecurity and the idea that our vulnerability is something we should hide, when in fact, it's actually our strength.
It’s generally difficult for us to hold two contrasting ideas in our heads.
We have a tendency to move towards a specific interpretation, whether it relates to events, places or people. Something is either good or bad, someone is either smart or stupid, people should or should not be trusted.
NOTE: There are no spoilers in this post, but if you’re someone who wants to know nothing about ‘Squid Game’ before you watch it, save this post for later...
In the blockbuster Netflix show, Squid Game, 456 contestants are pitted against each other (unwittingly, at first) in what is essentially a death match to see who will claim the $38 million grand prize.
I heard an interesting comment the other day at a panel of Founders and Venture Capitalists.
Someone made the observation that when the world went online during COVID, the available money went - predominantly - to ‘known’ founders (versus first time entrepreneurs or entrepreneurs that VCs didn’t know).
If there’s one thing that’s facilitated our ability to keep functioning (as normally as possible) over the last year and half (Outside of the vaccine and the healthcare community), it has be technology.
From e-commerce to productivity tools, technology has helped keep us working, playing, consuming and communicating when physical interaction was minimal to non-existent.
If we think about situations or times in our lives when we’ve felt underwater, under pressure or simply out of pace with what’s going on, it’s quite probable that we’ve reacted to those around us in less than positive ways.
Perhaps someone asks us about our work and we lash out at them instead of giving them a straight answer.
Today's podcast talks about our ideas of perfection, specifically in people.
I relate a war story from my consulting days about how reputations of specific individuals can be both accurate and inaccurate at the same time. The quicker we learn that, the easier it becomes to forge solid working relationships.
Today's podcast focuses on the idea of silos within our organizations and teams.
There will always be tensions among different teams and that's actually not a bad thing. It's only bad when we let those tensions stop us from figuring out how to work together. When we truly collaborate, we're able to create great art.
Today's podcast takes on the idea of having allies versus accomplices. That is, when we're growing something of consequence, social or economic, real progress is made when we have people willing to give - at some cost or risk to themselves - to further our collective goals. How they become accomplices is the real challenge.
Do you expect a musician to be good at financial analysis? Do you expect a financial analyst to be good to creative work? Of course not. Then why do we define "good" in our teams in specific, narrow ways?
Today's episode speaks to focus on our colleague's strengths and not class people as good or otherwise based on preconceived notions.
The founder of LevelUp, a mobile payments and loyalty app that was bought by GrubHub in 2018, never wore shoes, slept in the office more than at home and used to wear the same orange shirt to work every day.
We’ve all heard stories like these. They’re chalked up as “wacky entrepreneur traits”, and become the stuff of legend when the outfit is successful.
OK, I’ll admit it. I have this problem.
Let me explain.
Some of you know that music, in particular playing guitar and songwriting, are passions of mine. I love the technical aspects as well as the pure musical, creative aspects of it.
This week’s blog and podcast have been about this idea of leaving a legacy, and I’d like to tack on one last thought on the topic.
And that is that leaving a legacy suggests - at least to me - that we must become “enlightened” in some way. I’m using the term ‘enlightened’ not only in the spiritual sense, but in any context, including in our craft. There are those, for example, who understand their industry so well, who have ‘mastered’ their technical work, who are so well versed in their disciplines, that we might consider them to be enlightened in their specific domains.
This month's podcasts draw lessons from popular culture.
Today's episode speaks to the importance of self-talk and our choice of words. But not simply in the most overt sense that we need to recite affirmations, but even in our most casual conversations with ourselves. Our self-talk matters.
This month's podcasts draw lessons from popular culture.
In today's episode, I discuss a quote from Thom Yorke of Radiohead about this idea of exposure and vulnerability and the role it plays not only in art (which we tend to accept) but also in business (which we often don't).
This month's podcasts deal with matters of culture.
In today's episode, I speak to how the most important subject in business is also the least valued at business schools: soft skills and specifically, working with people. It's a tension that isn't likely to abate anytime soon, but it's still one we need to maintain a laser focus on.
George Martin is often referred to as The Fifth Beatle for the contributions he made to the band’s recording process.
Without question, the core of their creative genius came from the four band members themselves, but there’s no doubt he facilitated and enabled their creativity in very real, very direct ways. From the classical instrumentation we hear in so many of their songs to pushing the technical envelope with the technology available to them at the time.
This month's podcasts deal with matters of culture.
In today's episode, I discuss the problem of apathy - that is, when apathy arises in an organization, then we're all in trouble. The only solution - for everyone - is to engage.
This month's podcasts deal with matters of culture.
In today's episode, I speak to the value of assessing cultural fit when we're bringing new people into our teams, and when we're evaluating the long term impact of existing team members. It's not easy and it's tempting to look at hard metrics, but these soft ones can be the most critical to our success.
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.
