What are you fearful of?
What do you put off and ignore?
I think we can all relate to having something we seek to avoid.
Let me share something personal, something I’ve never shared publicly before.
It’s this: I’m scared of the water.
Specifically swimming in the sea and feeling out of my depth.
Sound like a contradiction for someone who became known for sailing 2 1/2 times round the world?
Without data, you are blind and deaf and in the middle of a freeway.” — Geoffrey Moore
June 2024 - Gallup has just released their 2024 Report on the State of the Global Workplace.
It’s essential reading for leaders at all levels in business.
“I could push it, but I’m so frustrated with the way things are going that day that I’m like, ‘You know what I’m gonna do? I’m gonna do nothing.’”
You’re ambitious, you’ve got big ideas, big targets and you want to go and make them happen.
BUT: how do you motivate everyone on your team to get on the bus?
It’s a common question.
It’s a question I hear daily from ambitious leaders and their teams.
It’s a question I hear from people who are hungry for more.
How many of you filled in the word perfect without even thinking about?
Perfect. That’s a proper dangerous word.
Held up as being a worthy ideal.
Here’s the challenge with that. It’s not a good thing to aim at.
Harvard Business Review combed through four decades of research, some 95 different studies covering 25,000 people on perfectionism.
Some findings stood out:
What are the behaviours that define the Big Bold Mindset, a different way of thinking?
Let’s explore some defining characteristics I have observed from the many leaders I have worked with, spoken to, and studied. These characteristics make up the Big Bold Mindset which I want to set out and explore here.
As you read each characteristic, perhaps reflect and score yourself on a scale of 1-10. It is these characteristics that I invite you to reflect on and think about how you can embrace these:
Fortune magazine run an annual 100 Best Places to Work For list that surveys employees and ranks them based on a view of what a great employee experience looks like — measured in terms of high levels of trust, respect, credibility, fairness, pride, and camaraderie.
The statistics were similar year to year. Eighty-one percent of employees at companies ranked as “great” described their office environments as fun.
Harvard Business Review last week published a very powerful and thought provoking piece building on research from PwC’s 27th Annual Global CEO Survey, where 45% of CEOs said they do not believe their companies would survive more than a decade if they remain on their current path.
It focused on 4 actions CEO’s should be taking. In brief they are:
In the past year alone, the integration of artificial intelligence (AI) into various aspects of business and society has been perhaps one of the most talked about shifts in the way we work, and one of the hottest questions when it comes to thinking about how we should approach leadership and the impact of AI in the future.
It’s hard to avoid AI these days.
What’s harder to understand is the impact it will have on humans, how we operate as individuals and how we operate in teams.
There are some data points though that might give us some clues.
A couple of weeks back, the Economist ran a fascinating article titled “What Tennis Reveals about AI’s impact on human behaviour”.