Posts in category: Business Practice

Avoiding suffering

“…the more you try to avoid suffering, the more you suffer, because smaller and more insignificant things begin to torture you, in proportion to your fear of being hurt.” From The Antidote: Happiness for People Who Can’t Stand Positive Thinking by Oliver...

From big external to small internal

From one of many discussions with the ineffable Bob Jacobson. Here on control, drivers for action, influence, and empowerment. Global village Village global People power Personal empowerment Mass Personal Fast and sterile Slow and rich Big Small (appropriate)...
Helping people build loyalty

Helping people build loyalty

Helping people usually involves helping them solve problems they are facing. AKA relieving their pain. A study in the Harvard Business Review shows that companies build customer loyalty through quickly solving problems, not by extraordinary acts of service. Via 5 Ways...
The normalisation of sociopathy

The normalisation of sociopathy

It was disturbing to read through the comments on this article about what working for Apple is like. It is of course reasonable to expect some level of the bad behaviours described in the article in many organisations. And of course there are two sides to the story....
Five Gamification Techniques for Business

Five Gamification Techniques for Business

Gamification can take your application or process to the next level of productivity and quality. It is however, not a magic cure, nor does it replace empathic user engagement and good solid design. It needs to help; not alienate or hinder. Read Five Gamification...
Chaos or order?

Chaos or order?

Chaos and order are sides of the same coin. Too much chaos and nothing thrives. Resilience goes up though. As does stress and the constant reinvention of the wheel. Too much order and innovation is stifled. Boredom and complacency sets in. Thinking atrophies. The...
Lifeline skills in consulting – Part IV

Lifeline skills in consulting – Part IV

Self awareness and ego management skills Lifeline crisis support skill Applied to consulting Clear boundaries between my issues/needs and the client’s issues/needs. Keeping my ego consciously in check. The only ego I can directly control is my own. Maintaining a clear...

Lifeline skills in consulting – Part III

Understand context, gather information, and analysis skills Lifeline crisis support skill Applied to consulting Meeting each client at where they are now; not where they were, or should be. Generally asking men “What do you think of…” and women...

Lifeline skills in consulting – Part II

Problem-solving Strategising Skills Lifeline crisis support skill Applied to consulting Strengths-based problem solving. Keeping the power with the client. Minimal directives. More empowering, more supportive, more encouraging. Leverage what is already working well,...

Lifeline skills in consulting – Part I

With about 250 hours of telephone crisis support experience under my belt since 2012, it is time to reflect on the skills I have learnt at Lifeline. Over the next four blog posts, I will share how these skills have contributed to my professional practice. If you are...

The Divine One

In the business media, we love to celebrate the Divine One – like Steve Jobs. Undoubtedly, Apple would not be where it is today without Steve Jobs. But at the same time, we tend to forget that Steve Jobs would not have been able to make his contributions without...
Captain Hindsight

Captain Hindsight

Hindsight is a not terribly useful during a crisis. It diverts attention from the immediate priorities. It fosters blame. It retards action (because we cannot go back to the past to fix things); all these is more fuel for the fire at hand. Image from Know Your Meme...
Crafting our toolbox

Crafting our toolbox

Master craftsman Henry O. Studley crafted this magnificent tool chest. Image from finewoodworking.com What an amazing way to express his passion and dedication to his craft! What is today’s digital version of this? My toolbox is nowhere near as amazing. My tools...
We get what we measure

We get what we measure

“…the best and brightest are now working on ways to save fractions of pennies through efficiency instead of product development. And the problem lies in the way that businesses and the financial markets measure success.” — Clayton Christensen, Harvard...
Excuses for not improving

Excuses for not improving

These common excuses keep organisations stuck repeating the same mistakes or unethical behaviours. Tradition: We have always done this. Rules: We just do what we are told we have to do. Relativity: But everyone is doing it. Scope: Who cares? This doesn’t affect...
Convert Thinking to more Doing

Convert Thinking to more Doing

Don’t like what’s showing on the TV of your work or life? You have to pick up the remote to change the channel. The idea of change alone won’t change anything. Only actions will. Observations and thoughts are interesting. Asking probing questions to...
Two ways to use notes

Two ways to use notes

As a memory aid. When the literal content matters. These notes are read and edited iteratively to compose a fine piece of writing, or reread to reinstall force learning. New thoughts and ideas may or may not happen. As an aid to thinking. Where the outcomes (clarity,...
16 New Rules of Business

16 New Rules of Business

Hire outside the box. Time shift your team. Do a bit of everything. Tune out. Be transparent. Enforce a hard stop. Don’t think in annual terms. Splurge on things that are often overlooked. Toss out the projections – your business is you. Embrace a hybrid...
Purposing

Purposing

I have always be somewhat uncomfortable with the notion of “repurposing”. It’s like leftovers. Nothing wrong with it. But not quite the sort of thing to serve dinner guests. To repurpose is to re-use an existing product with minimal modifications so as to create...
Projects are like mahjong

Projects are like mahjong

Working through the stages of a project is like working through a shanghai mahjong (shanghai solitaire) formation. A new formation can be initially overwhelming when we first encounter its complexity. Just like a new project. There are so many factors both explicitly...
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