In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
How does your organization approach failure?
Silly question?
Okay, let’s ask another … How does your organization approach innovation?
It is rare for any new idea or concept to be fully formed and perfect the day it is suggested. Most fresh ideas and products go through much trial and error before they reach their final form. This leads us back to the initial question …
It can happen for any number of reasons: the how and why doesn’t really matter.
One day you are a senior level executive, manager or associate with many successful years with the same company behind you, and then the next day you are gone.
A new job and new co-workers represent a clean slate and a fresh start. It is chance to build or re-establish reputations and a professional network.
For some, it can also be a period of anxiety and discomfort as they attempt to carve out a comfort zone from the new and unknown.
The following are some helpful hints that can help you or someone you know navigate the first few days with a new organization.
“The Twenty” is a guide for excellence.
Originally designed for sales excellence, to limit these 20 Competitive Advantages to only sales associates would be an injustice. These powerful, but very simple and easy to apply lessons can be used in virtually any career and by any organization.
What knowledge or advice would you have liked to know at the start of your career that you know now?
If you could make a list of a dozen of the most important truths for your younger self, what would you include?
Once you have written this list, your challenge is to share it with as many people as possible. This is my list.
Many people will say that small and medium-sized businesses and organizations are the economic engine for our country; in many ways, they are also the socio-economic conscience.
Being a good leader doesn’t have anything to do with titles.
Being a good leader is about respect.
Respect is earned.
Recently I was listening to a radio commentator discussing a valedictorian speech that a Grade 12 student had given. The speech was excellent and typical of many other valedictorian speeches I have heard, but at that moment, it struck me. The speech was perfect for those high achievers, the popular students, those kids for which high school was full of good and great memories. What was lacking was any mention of “one of the invisible.”
Retail, manufacturing, non-profit, charity: it doesn’t matter the field of endeavour, we’ve said this or know people who have said it. These people are super-dedicated, high-achievers, passionate about what they do and stubbornly refuse to admit that they are completely wrong. Anyone who consistently works these kinds of hours, either does so because they want to or because they can’t (or won’t) delegate.
Your organization will be stronger when people are encouraged to contribute what they really think and to help the organization avoid mistakes. By developing and listening to your associates, good people will want to join your team. Your organization will grow past the point that it would have if you were the only one driving ideas.