Posted in Coaching on October 30, 2007| 1 Comment »
The single greatest catalyst to my professional development was an unassuming man who first approached me as a peer.
I met this gentleman at a networking event, and I immediately noticed how he engaged with others through his genuine interest in them. As people informally mingled, it was as if he was learning the most profound lessons by listening to others speak.
Posted in Leadership on October 28, 2007| Leave a Comment »
My mother had a barbershop in West Vancouver and she insisted, like her father had done with her, that I learn the family trade. I resisted. I didn’t want to be a barber. My mother countered that having a trade was important so I would learn the trade – just in case.
“Just in case” was a phrase she used a lot. My mother was not convinced my education would result in a job – being the first member of my family to attend university – so just in case my schooling did not work out, I could always go back to barbering. And if a war broke out, apparently people would still need their hair cut, so according to my mother, I would still have a job then too. You know, just in case.
Posted in Leadership on October 28, 2007| 2 Comments »
When I studied marketing in school, my professors drilled one idea into me (or at least it is the only one that I can recall now, ten years later): a brand is a promise kept. Over the last ten years I have often reflected upon those carefully selected words: promise, kept. Two key words that let us know there is something we can count on . . . an assurance, a guarantee of sorts.
In our uncertain world, more than anything, I believe, human beings are drawn to that which is certain, predictable, or familiar. We like to know that there is something consistent or enduring. We need a sense of stability. More often than not, we prefer to know exactly what we can expect, rather than risk an unfortunate surprise.
Consider whether or not what I write is true for you. Does it match your experience?
Posted in Leadership on October 28, 2007| 1 Comment »
I once read that Mrs. Fields of Mrs. Fields Cookies responded with the following when asked about how she had achieved her success in business, “People like to eat cookies and I like to bake them – that was my business plan.” What I love about her response is that it was so wonderfully simple, simple enough to actually work! I find that adults often complicate things more than is necessary, or even helpful. Indeed, there is brilliance in simplicity; the ability to communicate an idea such that a five year old can understand it – now, that is inspiring!
Posted in Leadership on October 27, 2007| Leave a Comment »
It took me two years to get it.
Two years of being continually frustrated! It felt like I was always waiting. Waiting for things to stabilize; waiting for systems and processes to be in place; waiting for resources to be available; waiting for the new hires to finally get up to speed so that we could move forward. I waited for over two years for a day that never arrived.
Posted in Coaching on October 27, 2007| Leave a Comment »
Recently a colleague sent me a link to a short piece on Seth Godin’s blog called “Coachable.” In it Seth defines coaching as insights or advice from others, and suggests that those who are coachable (ie. those who can take direction) will be more successful than those who cannot.
To illustrate his point he cites the way the Bolshoi Ballet selects its dancers. It is not necessarily the most talented young girls who are chosen. Rather, it is the ones who are most receptive to direction – the most coachable – who are brought on board, with the understanding that abilities can be easily developed in individuals who take instruction well. As a former ballerina, I can tell you that what they are really looking for is body structure. Dance companies will often meet with a child’s parents to first ensure the child will grow to have a dancer’s physique … then the rest can be taught. This, however is beside the point.
My real concern with Seth’s blog entry is this:
Posted in Leadership on October 27, 2007| 1 Comment »
I am always a little offended when I read an article entitled something or other 101 – as if the concept presented is so basic I should have already mastered it. So, although the concept of self-trust is a leadership fundamental, I believe its application actually operates at an advanced level – at a 400-course level, if you will.
What exactly do I mean by self-trust? Simply this: how frequently you act upon what it is you know. To gauge how much you actually trust yourself, consider the following:
Posted in Communication on October 15, 2007| Leave a Comment »
How often do you engage in the kind of conversation that stimulates changes in performance? Before you answer this question, reflect on the following: How many conversations do you have during an average day? How many of these simply function as social lubricants helping you slide through the day without having to address the real and important issues you face? How many of them really matter?
Posted in Leadership on October 15, 2007| 3 Comments »
Do you have the ability to focus your mind on what you want, when you want?
It is often said that our most precious commodity is time. I disagree. Because the experience of time is relative, I do not find it an adequate measurement tool. Rather, I propose that our most precious commodity is our attention. We only have so much attention to give at any given moment, and so our question becomes, to whom and to what should I devote it?
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