Your long-term success will quite possibly come down to a simple question: Are you a dodo bird or a coyote? Learn if you have what it takes to thrive in a world of constant change.
The old-fashioned view of mentoring is someone outside a learner’s chain of command who equips that learner with new skills and knowledge. It is an archaic expert to novice or smart to unwise philosophy. The goal is the transfer of information or expertise, much like pouring knowledge into the head of a passive learner. It is the model that antiquated teachers used to teach facts students only recalled long enough to score favorably on the test.
You own your logo and marketing message. Your customers own your brand relevance in the marketplace. And when your customers say you are irrelevant, no amount of advertising, positive press, or sales promotions will convince them otherwise. Two iconic American brands are proving that every day.
In its “Economic Prospects for the Year 2000,” the writers at Business Week saw a glass half-empty and chose to see it as mostly full. The world painted in its 1989 article would have been a great place. The vision that they created was completely possible. We missed the opportunity. We lacked the rigor in our thinking and failed to consider all the possible implications of our choices. We lacked the discipline to execute toward the vision. And, we lacked the courage to confront reality and put long-term success ahead of short-term reward.
This week’s blog is a rant about the sequester that went in place in March. If you are sick and tired of the discussion, check back next week for something else. If you want to understand the impact of irresponsible leadership, read on. I promise this will step on everyone’s toes.
Fred 2.0: New Ideas on How to Keep Delivering Extraordinary Results is loaded with practical examples and compelling stories of how individuals, companies, and entire communities have decided to distinguish themselves through service to others.
I’ve offered observations about the year ahead each year since 2005. Lots of people do this, but unlike others, we grades ourselves on the past year. Here is what we predicted last year at this time and four key ideas we see on the horizon for 2013.
My December 31, 2012 social media post drew a lot of likes and one great question. Here is the post: We shouldn’t fear getting old. We should fear becoming disconnected, unaware, and irrelevant. The response from friends, fans, and followers was great because of the age span represented. I heard from people in their twenties and people in their sixties. Here’s the great question I received: How do you change your mindset to keep from becoming disconnected, unaware, and irrelevant?
A thought struck me as I contemplated the observance of Veterans Day here in the United States and Remembrance Day in Canada: Have you ever wondered why we don’t have an Excellent Service Day parade? Is it only because that excellent service is so rare? Or, is it because there is a significant difference between providing service and actually serving?
Beam, Straight Up is a new book written by Fred Noe, the 7th generation Master Distiller for Jim Beam. Fred comes by the job by virtue of his lineage – he is Jim Beam’s great-grandson – and his hard work rising from the shipping room to become the face of one of America’s iconic brands.
he Great Depression created the environment for companies such as Texas Instruments and Hewlett-Packard. Microsoft, Genetech, and Apple were all founded in the oil shock and stock market downturn of 1973 to 1976. And, the legendary brands of the next fifty years, I believe, will be created in the crucible of today’s challenges. The same principle applies to personal wealth, and that is why you must read Risky is the New Safe by Randy Gage.
You can blame technology or globalization or anything else you want. It doesn’t really change the fact that the status quo is the kiss of death for every person, every organization, and every marketplace. And that is where constant change becomes the new stability.
Amazing rhetoric makes for interesting water cooler and Facebook conversation. Amazing results makes for legendary leadership. For which would you rather be known?
Most of the people I speak with today describe their life as running as fast and far as they can … and then being asked to run even faster and farther. One of the participants in a leadership boot camp I’m conducting for a client asked for help with time management. It turns out that she didn’t really need time management tips at all. She keeps a calendar with priorities, and she knows all of the time management techniques she needs to be successful. In fact, this leader is widely considered to be very effective by her colleagues. The problem that we face isn’t time management. It is focus and resource allocation to be more effective.
Accountability and the execution that accompanies it explain why the smartest or most talented people don’t always experience the greatest levels of success. If accountability didn’t matter, the company with the best product or service would dominate the marketplace. And, every government agency would deliver amazing value. Talent, time, experience, and resources do matter. As we enter the 2012 Summer Olympics, the country of Monaco is a safe bet to continue its string of 26 Olympiads (both summer and winter) without winning a single medal. So if you are the USA Men’s Basketball Team competing against Monaco go ahead and take the day off from accountability. I am guessing that you will survive. But that’s not your reality. You don’t hire all the smart people while your competitors hire dunces. You aren’t running the most up-to-date computer systems while your competitors are using Commodore 64’s. Accountability is – more times than not – the difference between achieving your goals and getting beat in the marketplace.